Examining the effectiveness of sales management control practices in developing countries

Piercya, Nigel F.; Low, George S.; Cravens, David W.
August 2004
Journal of World Business;Aug2004, Vol. 39 Issue 3, p255
Academic Journal
Management control consists of managers' initiatives to direct and influence employees for the purpose of achieving an organization's objectives. Sales management control is identified as an important antecedent of several salesperson and organizational consequences in prior developed country studies. We examine the impact of management control in combination with incentive pay and territory design on salesperson performance and sales unit effectiveness for sales organizations in three developing countries (Greece, India, and Malaysia). The results point to territory design as a strong predictor of performance and effectiveness. Management control is also a relevant predictor of performance and effectiveness. Surprisingly, incentive pay has no effect on salesperson performance, although it has a positive impact on sales unit effectiveness in Greece and India. Several important managerial implications are highlighted by the study findings.


Related Articles

  • The Big Question for Performance Management: Why Do Managers Use Performance Information? Moynihan, Donald P.; Pandey, Sanjay K. // Journal of Public Administration Research & Theory;Oct2010, Vol. 20 Issue 4, p849 

    The article presents a study which examines the use of performance information by public employees. The study employs the National Administrative Studies Project (NASP-IV), in which survey was administered to senior managers in U.S. local government jurisdictions. It says that the use of...

  • Self-Management: Its Control and Relationship to Other Organizational Properties. Mills, Peter K. // Academy of Management Review;Jul1983, Vol. 8 Issue 3, p445 

    Current models on self-management in organizations generally have taken a bivariate perspective. This paper proposes a more complex conceptualization of self-management in which its control mechanisms are examined. It is argued that the self-managed employee is far from loosely supervised; such...

  • Nurturing your top performers. Stacey, Jennifer // Manager: British Journal of Administrative Management;Winter2011, Issue 73, following p18 

    The article provides tips for administration managers to effective develop performance management strategies in an organization. It advises managers to understand their employee's individual skills and future development aspirations to effectively implement performance management measures. It...

  • 'GIVE THE KID A NUMBER': AN ESSAY ON THE FOLLY AND CONSEQUENCES OF TRUSTING YOUR DATA. Graham, Robert J. // Interfaces;Jun82, Vol. 12 Issue 3, p40 

    The article reviews some of the common assumptions and misperceptions made about data and examines the folly and consequences of believing the concept that objective data indeed exist in a business organization. One of the assumptions is that data reflects a constant reality. This assumption...

  • Instilling a Culture of Winning at American Express. Giglio, Gabriella; Michalcova, Silvia; Yates, Chris // Organization Development Journal;Winter2007, Vol. 25 Issue 4, pP33 

    Appreciative Inquiry is a tool used by organizations for engaging the whole employee population by reinforcing positive messages and focusing on learning from success. American Express used AI to build on the spirit of winning and to re-engage people around a set of core organizational values....

  • THE CONTROL FACTOR. Cravens, David W.; Marshall, Greg W.; Lassk, Felicia G.; Low, George S. // Marketing Management;Jan/Feb2004, Vol. 13 Issue 1, p39 

    The article examines the impact of management control combinations on salesperson consequences. Control consists of the initiatives managers pursue to influence the attitudes and behavior of sales personnel to achieve organizational objectives. The four management control combinations are...

  • Effects of Task Performance, Helping, Voice, and Organizational Loyalty on Performance Appraisal Ratings. Whiting, Steven W.; Podsakoff, Philip M.; Pierce, Jason R. // Journal of Applied Psychology;Jan2008, Vol. 93 Issue 1, p125 

    Despite the fact that several studies have investigated the relationship between organizational citizenship behavior and performance appraisal ratings, the vast majority of these studies have been cross-sectional, correlational investigations conducted in organizational settings that do not...

  • A Cognitive (Attributions)-Emotion Model of Observer Reactions to Free-Riding Poor Performers. Taggar, Simon; Neubert, Mitchell // Journal of Business & Psychology;Mar2008, Vol. 22 Issue 3, p167 

    Whereas most free-riding research has focused on limiting free-riding and on understanding free-riding motives, we were concerned with capturing the psychological processes used by observers to interpret the poor performance behavior of a team member. Using a sample of 268 observers of a...

  • Operational Analytics -- A Key Element of BPM 2.0. Schiff, Craig // DM Review;Jan2007, Vol. 17 Issue 1, p34 

    The article focuses on operational analytics, an element of business performance management (BPM) solution which aims to deliver analysis of the performance of each key operational area of the business. The sales department is a key operational area because if the management can improve the...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics