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A theory of sales system shocks

Author

Listed:
  • Nathaniel N. Hartmann

    (University of South Florida)

  • Nawar N. Chaker

    (Louisiana State University)

  • Bruno Lussier

    (HEC Montréal, 3000 chemin de la Côte-Sainte-Catherine)

  • Denis Larocque

    (HEC Montréal, 3000 chemin de la Côte-Sainte-Catherine)

  • Johannes Habel

    (University of Houston)

Abstract

Research primarily explores sales phenomena during normal periods. However, triggering events (e.g., natural disasters, security catastrophes, pandemics) can create sales system shocks that profoundly impact salespeople. We utilize a grounded theory and theories-in-use approach to develop a theory of sales system shocks. The framework conceptualizes a sales system shock as a swift change to the business ecosystem that requires a scope of actors and firms involved in selling or buying to substantially revise their established exchange practices. We propose that a sales system shock’s impact on salesperson acceptance of and adaptation to the change is shaped by the emotional and functional support received from business relationships, which ultimately determines the salesperson’s psychological and financial well-being. Initial quantitative testing using random- and fixed-effects models reveals the importance of business relationships after a sales system shock. The findings provide research avenues and guidance on how to manage salespeople through sales system shocks.

Suggested Citation

  • Nathaniel N. Hartmann & Nawar N. Chaker & Bruno Lussier & Denis Larocque & Johannes Habel, 2024. "A theory of sales system shocks," Journal of the Academy of Marketing Science, Springer, vol. 52(2), pages 261-283, March.
    • Handle: RePEc:spr:joamsc:v:52:y:2024:i:2:d:10.1007_s11747-023-00953-3
    DOI: 10.1007/s11747-023-00953-3
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