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Salespeople’s competitive intelligence, efficiency, and performance: The role of intelligence diversity and manager's tenure

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  • Vieira, Valter Afonso
  • Jaramillo, Jorge Fernando
  • Agnihotri, Raj
  • Molina, Ana Carolina Severino

Abstract

Although previous studies support the main effect of a salesperson’s competitive intelligence (CI) on job-related outcomes, little, if any, attention has been given to the mechanisms that moderate this relationship. Drawing on social capital theory, the authors propose that CI diversity (i.e., disparity) diminishes salesperson CI's main effect on efficiency and performance. On the other hand, managers’ tenure in the store amplifies such a relationship. The authors tested the theoretical model using multilevel data collected from managers and salespeople representing 74 wholesales and 175 vendors. The study results demonstrated that the CI-performance link was weakened when there were high CI diversity. The reason is that a high CI diversity presented divergences among salespeople about the market understandings. Whereas, when there are high levels of managers’ tenure, there is an amplified influence of CI on performance. The logic is a communication and dissemination of intelligence to the sales team.

Suggested Citation

  • Vieira, Valter Afonso & Jaramillo, Jorge Fernando & Agnihotri, Raj & Molina, Ana Carolina Severino, 2023. "Salespeople’s competitive intelligence, efficiency, and performance: The role of intelligence diversity and manager's tenure," Journal of Business Research, Elsevier, vol. 159(C).
    • Handle: RePEc:eee:jbrese:v:159:y:2023:i:c:s0148296323000632
    DOI: 10.1016/j.jbusres.2023.113705
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