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Article
Publication date: 21 December 2020

Joon-Hee Oh

This study aims to test the authors’ theory that in an integrated sales team, the larger team (either from the acquiring or acquired firm) dominates the smaller team, even though…

354

Abstract

Purpose

This study aims to test the authors’ theory that in an integrated sales team, the larger team (either from the acquiring or acquired firm) dominates the smaller team, even though it may be less competent than the smaller one, and that the level of competence of the integrated entity with the dominant but inferior larger team is bound to deteriorate.

Design/methodology/approach

The study tests the theory by conducting a laboratory experiment.

Findings

The results from the experiment show that an asymmetrical employee composition structure creates merger dominance in the post-integration group and influences the integration performance.

Research limitations/implications

Considering the lack of mergers and acquisitions research in the marketing literature, the author believes that this study contributes new information to the literature. The finding that an integrated entity with a dominant but inferior larger partner will demonstrate a resulting degeneration of competence invites empirical research for validation.

Practical implications

The integration of sales teams is central to ensuring revenue growth and driving the value that mergers promise but often fail to realize. The study findings provide some practical insights in this regard.

Originality/value

Mergers between asymmetrical partners are common phenomena. However, few studies have investigated how an unequal size of sales teams in pre-merger firms influences the effective integration of different sales teams. To fill this research gap, this study examines whether the involvement of an unequal number of salespeople from pre-merger firms in a post-merger sales team may influence its post-merger performance.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 23 September 2020

Joon-Hee Oh and Wesley J. Johnston

This study aims to confirm earlier findings that differences between merger and acquisition (M&A) participant firms are a hurdle for successful mergers and shows that merger…

2751

Abstract

Purpose

This study aims to confirm earlier findings that differences between merger and acquisition (M&A) participant firms are a hurdle for successful mergers and shows that merger outcomes can also be affected by the post-merger integration duration (PMID).

Design/methodology/approach

Experimental research on distinct cultures developed within experimental pre-merger subject groups is used to compare pre- and post-integration performances.

Findings

This study finds that firm distance (i.e. inherent differences between pre-merger firms) negatively influences merger success; no significant relationship between firm distance and PMID exists and PMID is positively related to merger success. Specifically, a slower integration minimizes conflicts between merger partners, enhances trust-building and reduces the disruption of existing resources and processes in both firms, which may benefit M&As. By contrast, a fast integration that shortens the overall integration process may discourage the combined entity from recognizing the intended synergy quickly.

Research limitations/implications

The new finding that PMID can affect merger outcomes invites empirical validation. This study presents experimental evidence that prolonged, well-structured post-merger integration may compensate for the negative time-variant issues associated with PMID.

Practical implications

Organizational support for collaborative learning between professional members should be a strategic consideration for firms so that acquiring business capabilities can be more natural and cost-efficient than building internal capabilities despite possibly slowing down the integration process. Encouraging a transfer of technical and client knowledge between the combined members can create value and understand differences in both the form and content of each firm’s knowledge base and the pre-existing mechanisms for sharing knowledge. It may lower the level of resistance in knowledge transfer.

Originality/value

While M&As may better facilitate the cost-effective expansion of business offerings than building capabilities internally, they can require considerable time, preventing many firms from realizing their intended outcomes. Nevertheless, less attention has been focused on PMID and its influence on M&As. This study is the first to use experimental research to examine the effects of PMID on merger success.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 5
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 25 October 2018

Joon-Hee Oh and Judy Ma

Despite its significance in salespeople management, salespeople expectation management has received little attention in the literature, especially in the industrial marketing…

718

Abstract

Purpose

Despite its significance in salespeople management, salespeople expectation management has received little attention in the literature, especially in the industrial marketing literature. In response, the purpose of this study is to leverage the expectation confirmation theory to present a conceptual framework that provides an effective tool for salespeople expectation management.

Design/methodology/approach

This study first explores the application and strategic implications of expectation-confirmation theory in salespeople expectation management and theorizes that salespeople establish pre-expectations (expectations that are developed before joining the firm), experience multiple stages of the expectation-confirmation process throughout their sales career with a firm and – in each stage – establish either a longer-term commitment to or permanent disengagement from the firm.

Findings

A winning strategy for sales organizations is to recognize salespeople expectations and to meet or beat these expectations. Salespeople expectation management is particularly important in sales organizations that frequently find aligning sales force management strategies with organizational imperatives to be challenging.

Research limitations/implications

This study extends expectation-confirmation theory by presenting a conceptual framework that: identifies the existence of pre-expectations of salespeople and their outcomes; recognizes that the expectation-confirmation process occurs across multiple stages in the salespeople’s career cycle; recognizes that the level of expectations in previous stages of one’s career cycle influences the level of expectations in subsequent stages; and conceptualizes the non-linear relationship between expectations, tenure and turnover intentions.

Originality/value

The multiple expectation-confirmation framework can be used for effective salespeople expectation and turnover management and may also serve as a general model of organizational interventions.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 8
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 2 October 2017

Joon-Hee Oh

This study aims to provide a conceptual framework on salesperson role change process and, based on the framework, builds propositions to assist future empirical research in…

1456

Abstract

Purpose

This study aims to provide a conceptual framework on salesperson role change process and, based on the framework, builds propositions to assist future empirical research in business-to-business sales force management and to help sales organizations better understand the changing salesperson role and successfully redesign their sales model.

Design/methodology/approach

This study reviews and discusses the dynamics observed in the current marketplace and uses appraisal theory to claim that salesperson role change is individual salesperson’s affective decision and subsequent action after a cognitive appraisal of surrounding environmental changes. To support, this study presents a dichotomous classification on salesperson role and presents salesperson role change process that shows individual salespersons’ decision selectively made in the process.

Findings

Salesperson role change is individual salesperson’s affective decision and subsequent action after a cognitive appraisal of surrounding environmental changes. The role change is individual salespersons’ decision selectively made in their role change process. In the process, they either replicate or transform their (prior) experience for learning and skill changes that subsequently change their role. The individual-led role change may not be found in every salesperson.

Originality/value

Advancing the traditional view on the evolving role of salespeople, this study holds a view for both unchanging and changing nature of salesperson roles. This study uses appraisal theory to show how salespeople make an adaptive decision based on the evoked emotions to change (or not to change) their roles. Unlike the earlier frameworks, the current salesperson role change process shows how individual salespersons opt to change their roles.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 8
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 9 September 2021

Joon-Hee Oh, Wesley J. Johnston and Carolyn Folkman Curasi

The purpose of this paper is to attempt to better understand the relationship between organizational ethical climate, the internalization of ethical codes (INT), perceived control…

945

Abstract

Purpose

The purpose of this paper is to attempt to better understand the relationship between organizational ethical climate, the internalization of ethical codes (INT), perceived control and business-to-business (B2B) and retail salesperson job performance. This research develops and tests a model that examines these relationships to better understand the relationship of these variables to salesperson job performance.

Design/methodology/approach

Using the theory of planned behavior (Ajzen, 2002) as the theoretical lens and survey data from 307 salespeople in the USA, this study examines the relationship between organizational ethical climate, salesperson perceived control and salesperson job performance. This study examines whether this relationship may change with the presence of intervening variables related to a strengthened organizational ethical climate, and examines the relationship between these variables in two different analyses. First, this study examines the differences among retail salespeople as compared to B2B salespeople. Then this study examines the total dataset of salespeople as one sample.

Findings

The findings show that the positive effect of organizational ethical climate on the job performance of salespeople was reduced significantly when salespersons’ INT and salesperson perceived controllability, were examined in this relationship.

Practical implications

Organizational controls, such as an ethical climate within a firm, can impact salesperson job performance, especially if the firm’s ethical climate causes the salesteam to feel that it lessens their perceived control. This study found that if the ethical climate reduces the salespeople’s feelings of self-efficacy, that the ethical climate changes can intervene and can significantly reduce the otherwise positive effect of the organizational ethical climate on salesperson job performance.

Originality/value

From a theoretical perspective, the research is distinctive in its endeavor to better understand the relationship between the role of salespersons’ ethical code internalization and their feelings of self-efficacy and perceived control. This paper then examines how these variables can be influential to the direct effect of organizational ethical control and can impact the job performance of salespeople. The findings contribute to research by advancing our knowledge of how we can enhance the responses of salespeople to an organization’s ethical control, leading to higher customer satisfaction and improved sales performance.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Available. Content available
Article
Publication date: 15 February 2013

Olga Tretyak

397

Abstract

Details

Journal of Business & Industrial Marketing, vol. 28 no. 3
Type: Research Article
ISSN: 0885-8624

Available. Open Access. Open Access
Article
Publication date: 10 September 2021

Jun Sik Kim and Sol Kim

This paper investigates a retrospective on the Journal of Derivatives and Quantitative Studies (JDQS) on its 30th anniversary based on bibliometric. JDQSs yearly publications…

1744

Abstract

This paper investigates a retrospective on the Journal of Derivatives and Quantitative Studies (JDQS) on its 30th anniversary based on bibliometric. JDQSs yearly publications, citations, impact factors, and centrality indices grew up in early 2010s, and diminished in 2020. Keyword network analysis reveals the JDQS's main keywords including behavioral finance, implied volatility, information asymmetry, price discovery, KOSPI200 futures, volatility, and KOSPI200 options. Citations of JDQS articles are mainly driven by article age, demeaned age squared, conference, nonacademic authors and language. In comparison between number of views and downloads for JDQS articles, we find that recent changes in publisher and editorial and publishing policies have increased visibility of JDQS.

Details

Journal of Derivatives and Quantitative Studies: 선물연구, vol. 29 no. 4
Type: Research Article
ISSN: 1229-988X

Keywords

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