Does the performance of other functions in the frontline influence salesperson conflict?

Abstract

Purpose

The aim of this paper is to examine the effect of servicer and cross‐seller functional performance on salesperson perception of cross‐functional conflict.

Design/methodology/approach

Frontline employees often specialize in selling, servicing, or cross‐selling to customers. Two studies separately examine the effect of servicer and cross‐seller functional performance on salesperson perception of cross‐functional conflict.

Findings

In Study 1, salesperson conflict with frontline specialists who do not directly sell, called servicers, is examined and it is found that salespeople perceive less cross‐functional conflict when servicers perform well. Group cohesion decreases conflict directly. The effect of servicer performance on conflict is less pronounced as cross‐functional training increases. In Study 2, salesperson conflict with employees who cross‐sell additional goods and/or services to customers, called cross‐sellers, is evaluated and it is found that salespeople perceive more cross‐functional conflict when cross‐sellers perform well. Cross‐functional training decreases conflict directly. The effect of cross‐seller performance on conflict is less pronounced as group cohesion increases.

Research limitations/implications

The research was carried out in a single setting, automobile dealerships, and only two controls, one formal and one informal, were examined.

Practical implications

The results indicate that salespeople view the performance of each type of specialist differently depending on the specialists' goals. Based on this finding, the paper provides guidelines for which formal and informal controls are likely to be effective for reducing conflict between different frontline functions.

Originality/value

The paper shows that salespeople view servicer performance positively and cross‐seller performance negatively. Thus, the research adds to the understanding of cross‐functional relationships among specialized frontline employees.

Citation

Arndt, A.D., Karande, K. and Harkins, J. (2012), "Does the performance of other functions in the frontline influence salesperson conflict?", International Journal of Retail & Distribution Management, Vol. 40 No. 9, pp. 717-736. https://doi.org/10.1108/09590551211255983