How does sharing a sales force between multiple divisions affect salespeople?

Article Abstract:

An increasing number of firms are sharing a sales force between multiple divisions of their companies. Although this practice may increase organizational efficiency by reducing unit selling costs, it is not clear how it affects outcomes at the level of the individual salesperson. This study examines the effects of sharing a sales force between multiple divisions on salespeople's role perceptions, satisfaction, and performance. The results indicate that sharing is associated with higher levels of role stress and lower levels of work satisfaction and nonfinancial performance. The association between sharing and financial performance is not significant. Formalization and centralization of the sales organization moderate the relationships between sharing and the outcome variables. Higher levels of formalization lessen the effects of sharing on salespeople's role conflict, role ambiguity, and work satisfaction. Conversely, higher levels of centralization exacerbate the effects of sharing on role ambiguity and work satisfaction. (Reprinted by permission of the publisher.)

Sales management, Sales personnel, Salespeople, Division of labor

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Social responsibility and personal success: a research note

Article Abstract:

Views of corporate social responsibility recognize that individual decision makers are key to implementing socially responsible programs and that it is difficult to ask executives to act in a socially responsible manner if such actions have a negative impact on personal success. Using a sample of more than 300 advertising executives, the compatibility of social responsibility and personal success are explored by examining the relationship between social responsibility and advertising executives' incomes and titles. Findings indicate that neither penalties nor rewards accrue to advertising executives for socially responsible actions. Implications for executives wanting their organizations to be viewed as socially responsible are discussed. (Reprinted by permission of the publisher.)

Behavior, Executives, Corporate social responsibility, Success

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