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The effect of trust in management on salespeople’s selling orientation

Author

Listed:
  • Peter Dickson

    (Florida International University)

  • Erick M. Mas

    (Indiana University Bloomington)

  • Michelle Solt

    (Valparaiso University)

  • Tessa Garcia-Collart

    (University of Missouri - St. Louis)

  • Jaclyn L. Tanenbaum

    (Florida International University)

Abstract

In the following study, a sales rep hard-selling orientation is much more influenced by the hard-selling orientation they perceive senior management want them to adopt when (1) they trust senior management and (2) when their sales manager is perceived to take a similar position as senior management. Thus, a strong in-sync ethical signal is sent, either low or high. Trust plays no moderating role in senior management or sales managers’ influence on a salesperson’s level of customer orientation. This is because pursuing a customer orientation does not increase risk and vulnerability the way that pursuing a hard-selling orientation does, and trust is only an influential construct when there exists risk and vulnerability. In addition, no strong in-sync ethical signal effect was observed on sales rep customer orientation.

Suggested Citation

  • Peter Dickson & Erick M. Mas & Michelle Solt & Tessa Garcia-Collart & Jaclyn L. Tanenbaum, 2022. "The effect of trust in management on salespeople’s selling orientation," Marketing Letters, Springer, vol. 33(3), pages 381-397, September.
    • Handle: RePEc:kap:mktlet:v:33:y:2022:i:3:d:10.1007_s11002-021-09612-5
    DOI: 10.1007/s11002-021-09612-5
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    References listed on IDEAS

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    1. Naresh K. Malhotra & Sung S. Kim & Ashutosh Patil, 2006. "Common Method Variance in IS Research: A Comparison of Alternative Approaches and a Reanalysis of Past Research," Management Science, INFORMS, vol. 52(12), pages 1865-1883, December.
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