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How and when do the ambidextrous frontline sales employees achieve superior sales performance?

How and when do the ambidextrous frontline sales employees achieve superior sales performance? Business-to-business (B2B) firms increasingly have a need for frontline sales employees who can both sell and service customer account, a task known as sales-service ambidexterity which may pose significant challenges to frontline sales employees. Thus, the purpose of this paper is to show that one has to be cognizant of the potential negative consequences brought about requiring frontline sales employees to engage in sales-service ambidexterity and find a way to mitigate such negative consequences.Design/methodology/approachThe multisource data for this study was collected from frontline sales employees and their respective supervisors working across multiple B2B pharmaceutical companies in a Southeast Asian country. The data were analyzed using Statistical Package for the Social Sciences (SPSS) and PROCESS Macro.FindingsThe results reveal a negative indirect effect of sales-service ambidexterity sales performance through role overload. This negative indirect effect is fully neutralized when information exchange is high but not when it is low.Originality/valueThis study underscores the importance of not only the negative consequence of sales-service ambidexterity but also offers insights into how this negative consequence is neutralized so that sales performance is maximized. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Service Theory and Practice Emerald Publishing

How and when do the ambidextrous frontline sales employees achieve superior sales performance?

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2055-6225
DOI
10.1108/jstp-09-2021-0194
Publisher site
See Article on Publisher Site

Abstract

Business-to-business (B2B) firms increasingly have a need for frontline sales employees who can both sell and service customer account, a task known as sales-service ambidexterity which may pose significant challenges to frontline sales employees. Thus, the purpose of this paper is to show that one has to be cognizant of the potential negative consequences brought about requiring frontline sales employees to engage in sales-service ambidexterity and find a way to mitigate such negative consequences.Design/methodology/approachThe multisource data for this study was collected from frontline sales employees and their respective supervisors working across multiple B2B pharmaceutical companies in a Southeast Asian country. The data were analyzed using Statistical Package for the Social Sciences (SPSS) and PROCESS Macro.FindingsThe results reveal a negative indirect effect of sales-service ambidexterity sales performance through role overload. This negative indirect effect is fully neutralized when information exchange is high but not when it is low.Originality/valueThis study underscores the importance of not only the negative consequence of sales-service ambidexterity but also offers insights into how this negative consequence is neutralized so that sales performance is maximized.

Journal

Journal of Service Theory and PracticeEmerald Publishing

Published: Jul 4, 2022

Keywords: Information exchange; Sales performance; Role overload; Frontline sales employees; Sales-service ambidexterity

References