Salesperson improvisation: an empirical examination of its consequences and boundaries

The received wisdom in industrial selling emphasizes systematic approaches where the typical sales scenario comprises prospecting, pre-approach, approach, presentation, handling objections, closing and follow-up. However, times are changing, making such a systematic approach to selling not always optimal. As markets become more unpredictable, salespersons must frequently employ unplanned, spur-of-the-moment responses to be responsive in unexpected and urgent situations. In spite of the pervasiveness of such improvised responses, the literature has yet to account for them. Accordingly, the objective of this study is to investigate the consequences, antecedents and boundaries of salesperson improvisation. From a descriptive decision-making perspective, the study proposes a conceptual model of salesperson improvisation and tests it on a sample of industrial salespersons in Ghana. Findings support a two-dimensional structure of salesperson improvisation comprising salesperson creativity and spontaneity. Findings also show that the dimensions may have differential implications for sales performance. Salesperson creativity during improvisation may engender sales losses while spontaneity may be related to sales success. However, neither dimension has a significant direct relationship with sales performance. Rather, the paths from creativity and spontaneity to sales performance become activated by resource availability, pressure to perform and individual agency. Resource availability renders the creativity–performance link positive while individual agency makes it negative. On the other hand, given high performance pressures, the positive non-significant path from spontaneity to sales performance assumes a significant negative tone. The study also finds that the two dimensions differ, to some extent, in the factors that drive them. Self-efficacy drives creativity but reduces spontaneity during improvisation. Experience also reduces spontaneity but has no direct effect on creativity. Salesperson autonomy, however, is a universal driver of both creativity and spontaneity. Implications of these findings for the sales management and improvisation literatures, and for practice are discussed. The researcher also outlines opportunities for future research

How agency and self-efficacy moderate the effects of strategic improvisational behaviors on sales performance : evidence from an emerging marke

This study develops and tests arguments that improvisation is not universal in its benefits for the firm, but rather its multidimensional characteristics (action-orientation, creativity, and spontaneity) hold differential performance effects. The study further examines whether these relationships are contingent upon individual agency and self-efficacy. Drawing on primary data from industrial sales account managers in Ghana, the study finds that an increasing level of action-orientation is associated with decreases in perceived sales performance and the decrease in performance is more pronounced under conditions of stronger sense of agency and self-efficacy. Similarly, an increasing level of creativity is associated with decreases in perceived sales performance when agency is stronger. However, an increasing level of spontaneity is associated with increases in performance and this increase is strengthened under conditions of stronger sense of self-efficacy. The study concludes that the effect of strategic improvisation on sales performance outcome within the context of an emerging economy (such as Ghana) is more nuanced than established improvisation literature suggests.http://wileyonlinelibrary.com/journal/emre2024-06-17hj2023Gordon Institute of Business Science (GIBS

How Agency and Self-Efficacy Moderate the Effects of Strategic Improvisational Behaviors on Sales Performance: Evidence from an Emerging Market

This study develops and tests arguments that improvisation is not universal in its benefits for the firm, but rather its multidimensional characteristics (action-orientation, creativity, and spontaneity) hold differential performance effects. The study further examines whether these relationships are contingent upon individual agency and self-efficacy. Drawing on primary data from industrial sales account managers in Ghana, the study finds that an increasing level of action-orientation is associated with decreases in perceived sales performance and the decrease in performance is more pronounced under conditions of stronger sense of agency and self-efficacy. Similarly, an increasing level of creativity is associated with decreases in perceived sales performance when agency is stronger. However, an increasing level of spontaneity is associated with increases in performance and this increase is strengthened under conditions of stronger sense of self-efficacy. The study concludes that the effect of strategic improvisation on sales performance outcome within the context of an emerging economy (such as Ghana) is more nuanced than established improvisation literature suggests

How agency and self‐efficacy moderate the effects of strategic improvisational behaviors on sales performance: Evidence from an emerging market

This study develops and tests arguments that improvisation is not universal in its benefits for the firm, but rather its multidimensional characteristics (action-orientation, creativity, and spontaneity) hold differential performance effects. The study further examines whether these relationships are contingent upon individual agency and self-efficacy. Drawing on primary data from industrial sales account managers in Ghana, the study finds that an increasing level of action-orientation is associated with decreases in perceived sales performance and the decrease in performance is more pronounced under conditions of stronger sense of agency and self-efficacy. Similarly, an increasing level of creativity is associated with decreases in perceived sales performance when agency is stronger. However, an increasing level of spontaneity is associated with increases in performance and this increase is strengthened under conditions of stronger sense of self-efficacy. The study concludes that the effect of strategic improvisation on sales performance outcome within the context of an emerging economy (such as Ghana) is more nuanced than established improvisation literature suggests.</p