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An empirical investigation of the antecedents of salesforce control systems

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  • Krafft, Manfred

Abstract

11 hypotheses from agency theory, transaction cost analysis, and Ouchi's theoretical approach on the impact of environmental, Company and salespeople characteristics on the design of salesforce control systems (outcome- vs. behavior-based) are summarized and tested on a data set of 270 German sales organizations. Many of the hypotheses get empirical support. Contrary to hypothesis, however, salesforce size is negatively related to the use of behavior-based control in salesforces.

Suggested Citation

  • Krafft, Manfred, 1997. "An empirical investigation of the antecedents of salesforce control systems," Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel 454, Christian-Albrechts-Universität zu Kiel, Institut für Betriebswirtschaftslehre.
    • Handle: RePEc:zbw:cauman:454
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    1. William G. Ouchi, 1979. "A Conceptual Framework for the Design of Organizational Control Mechanisms," Management Science, INFORMS, vol. 25(9), pages 833-848, September.
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    3. Albers, Sonke, 1996. "Optimization models for salesforce compensation," European Journal of Operational Research, Elsevier, vol. 89(1), pages 1-17, February.
    4. Erin Anderson, 1985. "The Salesperson as Outside Agent or Employee: A Transaction Cost Analysis," Marketing Science, INFORMS, vol. 4(3), pages 234-254.
    5. Amiya K. Basu & Rajiv Lal & V. Srinivasan & Richard Staelin, 1985. "Salesforce Compensation Plans: An Agency Theoretic Perspective," Marketing Science, INFORMS, vol. 4(4), pages 267-291.
    6. Coughlan, Anne T & Narasimhan, Chakravarthi, 1992. "An Empirical Analysis of Sales-Force Compensation Plans," The Journal of Business, University of Chicago Press, vol. 65(1), pages 93-121, January.
    7. Rajiv Lal & V. Srinivasan, 1993. "Compensation Plans for Single- and Multi-Product Salesforces: An Application of the Holmstrom-Milgrom Model," Management Science, INFORMS, vol. 39(7), pages 777-793, July.
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