Article2013

The Sales Manager As a Boundary Spanner: A Role Theory Analysis

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

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Job Satisfaction and Organizational Behavior Work-Family Balance Challenges Employee Performance and Motivation

Abstract

AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.

Citations in this library

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References

1970Role Conflict and Ambiguity in Complex Organizations 1989The Structuring of Organizations 1953A personality scale of manifest anxiety.2017Organizations in Action 1968Managerial Attitudes and Performance.1979The Social Psychology of Organizations, (2nd Ed)1974Toward a Theory of Role Accumulation 1972Role conflict and ambiguity as critical variables in a model of organizational behavior

Cited by

2012Spanning organizational boundaries to manage creative processes: The case of the LEGO Group 2018The sales manager as a unit of analysis: a review and directions for future research 2022Entrepreneurial organizing activities and nascent venture performance

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