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Article
Publication date: 24 September 2024

Yicong Sun, Aimin Yan, Xinfang Hu and Zhimei Zang

This study draws on the trait activation theory to investigate the relationship between Machiavellianism and relational energy, considering the mediating role of facades of…

70

Abstract

Purpose

This study draws on the trait activation theory to investigate the relationship between Machiavellianism and relational energy, considering the mediating role of facades of conformity and the moderating role of leader–member exchange ambivalence.

Design/methodology/approach

We collected survey data from 275 employees in central China at three time points. We conducted confirmatory factor analysis and bootstrapping to test the hypotheses using Mplus7.0 and the PROCESS macro.

Findings

We found that facades of conformity mediated the relationship between Machiavellianism and relational energy. Moreover, the indirect effect of Machiavellianism on relational energy via facades of conformity was more significant when leader–member exchange ambivalence is higher.

Originality/value

This study provides empirical evidence of how and when Machiavellians acquire relational energy from leaders.

Details

Baltic Journal of Management, vol. 19 no. 5
Type: Research Article
ISSN: 1746-5265

Keywords

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Article
Publication date: 24 August 2021

Yaqin Zheng, Dong Liu, Yi Zheng and Zhimei Zang

This study aims to investigate moderators affecting the impact of salesperson acquisition-retention (AR) ambidexterity on sales performance based on the…

752

Abstract

Purpose

This study aims to investigate moderators affecting the impact of salesperson acquisition-retention (AR) ambidexterity on sales performance based on the motivation-opportunity-ability (MOA) framework.

Design/methodology/approach

The authors collected triadic data through 391 questionnaires from salespeople, 50 questionnaires from sales managers and archival data about each salesperson’s performance. Hierarchical linear modeling was applied to test the hypotheses.

Findings

The results indicate that salesperson AR ambidexterity positively affects sales performance. The positive effect is strengthened by capability control but weakened by outcome control and activity control. The authors also find that sales experience and market attractiveness hurt the effectiveness of salesperson AR ambidexterity.

Research limitations/implications

First, this study does not examine the mediating mechanism underlying the effect of salesperson AR ambidexterity. Second, sales-service ambidexterity is another ambidextrous variable for salespeople. Future research can consider AR and sales-service ambidexterity together.

Practical implications

First, managers should be cautious when encouraging experienced salespeople to conduct AR ambidexterity. Second, managers need to use capability control to motivate salespeople with AR ambidextrous behaviors. Third, AR ambidexterity could be not required in a market with many opportunities.

Originality/value

Although some studies have examined the effectiveness of salesperson AR ambidexterity, they reveal inconsistent findings, which suggest contingent conditions on the effectiveness of salesperson AR ambidexterity. However, the attention on the contingent conditions is limited. Therefore, this paper systematically investigates the contingent conditions from the MOA framework. The findings provide some insights into when salesperson AR ambidexterity is effective.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 5
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 10 April 2023

Aimin Yan, Biyun Jiang and Zhimei Zang

Drawing upon the conservation of resources theory, this study aims to investigate whether, how and when salespeople’s substantive attribution of the organization’s corporate…

328

Abstract

Purpose

Drawing upon the conservation of resources theory, this study aims to investigate whether, how and when salespeople’s substantive attribution of the organization’s corporate social responsibility (CSR) affects value-based selling (VBS). The authors argue that salespeople’s substantive CSR attribution increase value-based selling through two mechanisms (i.e. by lowering emotional exhaustion and increasing empathy), and treatment by customers can increase or decrease the strength of these relationships.

Design/methodology/approach

B2B salespeople working in various industries in China were recruited through snowball sampling to participate in the study. There were 462 volunteers (57.58% women; aged 30–55; tenure ranging from six months to 15 years) who provided valid self-report questionnaires.

Findings

Hierarchical multiple regression supported the association between salespeople’s substantive CSR attribution and VBS. The results showed that salespeople’s emotional state (i.e. emotional exhaustion and empathy) mediated the association between substantive CSR attribution and VBS. As expected, salespeople’s experiences of customer incivility weakened the mediating effect of emotional exhaustion; contrary to expectations, customer-initiated interpersonal justice weakened the mediation effect of empathy.

Originality/value

This study makes a unique contribution to the existing marketing literature by first investigating the role of salespeople’s attribution of CSR motives in facilitating their VBS, which answers the call to identify factors that predict VBS. In addition, to the best of the authors’ knowledge, the authors are the first to test salespeople’s emotions as a mechanism of the link between their CSR attributions and selling behaviors.

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