In both the academic and the popula

In both the academic and the popular press, certain salesperson behaviors have been identified as critical, and
consequently moved to the forefront of the discipline's attenion.Two of these behaviors, working smart and working hard, have been shown to have strong relationships with productivity (Sujan, Weitz, & Sujan, 1988), sales presentation quality
(Holmes & Srivastava, 2002), and overall salesperson perfor-mance (Churchill et al., 1985). Such a perspective parallels
literature on work performance more generally, as employees' job performance is a result of a combination of individuals'
efforts and the strategies that they utilize (Bandura, 2002; Klein, 1989; Latham & Budworth, 2005). To our knowledge, however, no research to date has examined how working hard and smart are influenced by salespeople's knowledge and experience in combination with their leaders' empowering behavior. Thus, it is essential to gain a better understanding of these constructs and explore the other ways they may impact salespeople and their customers.Working smarter includes both sales planning processes and adaptive selling. The literature has commonly referred to this as employing an adaptiveselling behavior (Holmes & Srivastava, 2002; Sujan, Weitz, & Kumar, 1994). It is important to emphasize that working smarter is not limited to behaviors exhibited during a sales exchange, but encompass “engaging in
planning to determine the suitability of sales behaviors and activities that will be undertaken, the capacity to engage in a
wide range of selling behaviors and activities, and the alteration of sales behaviors and activities in keeping with situational considerations” (Sujan et al., 1994, p. 40). In line with this broadened concept of “adaptive selling” (Vink & Verbeke, 1993), we propose that working smarter consists of behaviors exhibited by the salesperson that focus on adapting to a sales situation, planning and organizing to use sales efforts more effectively, and targeting those customers that represent theWorking harder is most often conceptualized as the effort, or amount of time spent, in trying to achievesales goals (Holmes & Srivastava, 2002; Sujan, 1986; Weiner, 1980). Unfortunately, it has often been indexed using self-reports which may be subject to common method biases. In contrast, we employ archival measures (i.e., call records) of work effort to avoid such biases. In other words, our conception and measure of effort incorporates salespersons' degree of effort expended, their persistence over time, and their focus on actual selling activities

ผลลัพธ์ (อังกฤษ) 2:

In both the popular and the Academic Press, certain behaviors have been identified as Critical Salesperson, and
consequently moved to the Forefront of the discipline's Attenion.Two of these behaviors, working hard and working Smart, have been shown to have strong relationships with Productivity (. Sujan, Weitz, & Sujan, 1988), Sales Presentation quality
(Holmes & Srivastava, 2002nd), Salesperson and overall perfor-Mance (Churchill et al., one thousand nine hundred eighty-five). Such a Parallels Perspective
on Work Performance literature more generally, as employees 'job Performance is a Result of a combination of individuals'
efforts and that they utilize the Strategies (Bandura, the 2002nd; Klein, 1,989; Latham & Budworth, the 2005th). To our knowledge, however, no research to date has examined how working hard and smart are influenced by salespeople's knowledge and experience in combination with their leaders' empowering behavior. Thus, it is essential to gain a better understanding of these constructs and explore the other ways they may impact salespeople and their customers.Working smarter includes both sales planning processes and adaptive selling. The literature has commonly referred to this as employing an adaptiveselling behavior (Holmes & Srivastava, 2002; Sujan, Weitz, & Kumar, 1994). It is important to emphasize that working smarter is not Limited to behaviors exhibited during a Sales Exchange, but Encompass "engaging in
planning to Determine the SUITABILITY of Sales behaviors and Activities that Will be undertaken, the capacity to Engage in a
Wide Range of selling behaviors. and activities, and the alteration of sales behaviors and activities in keeping with situational considerations "(Sujan et al., 1994, p. 40). In line with this broadened concept of "adaptive selling" (Vink & Verbeke, 1993), we propose that working smarter consists of behaviors exhibited by the salesperson that focus on adapting to a sales situation, planning and organizing to use sales efforts more effectively,. and targeting those customers that represent theWorking harder is most often conceptualized as the effort, or amount of time spent, in trying to achievesales goals (Holmes & Srivastava, 2002; Sujan, 1986; Weiner, 1980). Unfortunately, it has often been indexed using self-reports which may be subject to common method biases. In contrast, we employ archival measures (ie, call records) of work effort to avoid such biases. In other words, our conception and measure of effort incorporates salespersons' degree of effort expended, their persistence over time, and their focus on actual selling activities.