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The direct effect of B2B sellers' skills on relative and absolute sales performance: a dual measurement approach

dc.contributor.authorRodríguez, Rocío
dc.contributor.authorHøgevold, Nils M.
dc.contributor.authorOtero Neira, Maria Del Carmen 
dc.contributor.authorSvensson, Göran
dc.date.accessioned2024-05-10T11:05:23Z
dc.date.available2024-05-10T11:05:23Z
dc.date.issued2022-08-25
dc.identifier.citationJournal of Organizational Change Management, 36(1): 64-85 (2022)spa
dc.identifier.issn09534814
dc.identifier.urihttp://hdl.handle.net/11093/6772
dc.description.abstractPurpose The purpose of this paper is to test the direct effect of B2B sellers' skills on relative and absolute sales performance. Design/methodology/approach Based on a questionnaire survey and deductive approach. A total of 236 useable questionnaires out of 315 are returned, generating a response rate of 74.9%. Findings Only one out of twelve hypothesized relationships in the research model of the direct effect of B2B sellers' skills on relative and absolute sales performance turned out to be significant. Research limitations/implications Indicate that the researchers’ current understanding of the effect of sales performance indicators on sales performance, based on B2B sellers' skills, is narrow and simplistic. Practical implications Results indicate that there are skills other than the tested ones (i.e. interpersonal, adaptiveness and selling-related knowledge), that can have direct effects on B2B sellers' relative and absolute sales performance. Originality/value Sheds light on the ambiguous direct effect of B2B sellers' skills on sales performance and the almost non-existent direct effect on B2B sellers' relative and absolute sales performance.en
dc.language.isoengspa
dc.publisherJournal of Organizational Change Managementspa
dc.rightsAttribution-NonCommercial 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/
dc.titleThe direct effect of B2B sellers' skills on relative and absolute sales performance: a dual measurement approachen
dc.typearticlespa
dc.rights.accessRightsopenAccessspa
dc.identifier.doi10.1108/JOCM-03-2022-0083
dc.identifier.editorhttps://www.emerald.com/insight/content/doi/10.1108/JOCM-03-2022-0083/full/htmlspa
dc.publisher.departamentoOrganización de empresas e márketingspa
dc.publisher.grupoinvestigacionMARKETING-VIGOspa
dc.subject.unesco5311.10 Dirección de Ventasspa
dc.subject.unesco5311 Organización y Dirección de Empresasspa
dc.subject.unesco53 Ciencias Económicasspa
dc.date.updated2024-03-18T08:31:50Z
dc.computerCitationpub_title=Journal of Organizational Change Management|volume=36|journal_number=1|start_pag=64|end_pag=85spa


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    Attribution-NonCommercial 4.0 International
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