A New Conceptual Framework of Sales Force Control Systems

René Yves Darmon

46 citations0/0 files storedJournal of Personal Selling and Sales Management

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Accounting and Organizational Management Employee Performance and Motivation Corporate Governance and Management

Abstract

An important stream of research has recently studied sales force control systems (SFCS). Most studies have relied on a simple conceptualization of control, especially outcome-/behavior-based and formal/informal controls. Because most empirical studies based on such conceptual frameworks have led to contradictory or inconsistent findings, this paper attempts to identify a few important causes, especially management style (centralized or decentralized) and the different managerial objective’s time horizons (short and long run). Relying on an extended definition of an SFCS, the proposed new conceptual framework recognizes the dynamic nature of controls, introduces the concepts of usage intensity, depth of usage, and rigor of enforcement of control and feedback tools. The effects of the SFCS on salespeople’s transactional and customer relationship-building performances are considered. A series of research propositions is proposed.

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References

1985Control: Organizational and Economic Approaches 1983Efficient Cultures: Exploring the Relationship Between Culture and Organizational Performance 1977The Relationship Between Organizational Structure and Organizational Control 1973Organizations: Structure and Process.1975Organizational Control: Two Functions 2000Strategy type and performance: the influence of sales force management 1989Marketing Jobs and Management Controls: Toward a Framework 1979A conceptual framework for the design of organizational control mechanisms

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