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Do sales control systems affect service–sales ambidexterity and salesperson performance? A job demands–resources perspective
16 references·0 citing·51 second hop
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References

  • 2018When to use and how to report the results of PLS-SEM27,424 cited
  • 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It15,698 cited
  • 2001The job demands-resources model of burnout.13,574 cited
  • 2015Common Method Bias in PLS-SEM10,154 cited
  • 2016Job demands–resources theory: Taking stock and looking forward.6,939 cited
  • 2013A Primer on Partial Least Squares Structural Equation Modeling2,941 cited
  • 1988Field Methods in Cross-Cultural Research2,113 cited
  • 2018Addressing Endogeneity in International Marketing Applications of Partial Least Squares Structural Equation Modeling1,257 cited
  • 1987Perspectives on Behavior-Based versus Outcome-Based Salesforce Control Systems1,197 cited
  • 2013Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership906 cited
  • 2011Generating Sales While Providing Service: A Study of Customer Service Representatives' Ambidextrous Behavior313 cited
  • 2011PLS marker variable approach to diagnosing and controlling for method variance279 cited
  • 2012The interactive effects of sales control systems on salesperson performance: a job demands–resources perspective212 cited
  • 2017Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict

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154 cited
  • 2017Is There a Dark Side of Ambidexterity? Implications of Dueling Sales and Service Orientations103 cited
  • 2018Unpacking the Relationship between Sales Control and Salesperson Performance: A Regulatory Fit Perspective103 cited
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