Exploring Emotional Competence: Its effects on coping, social capital, and performance of salespeople

We define emotional competence as a person’s domain-specific working model about how one can appropriately manage one’s emotions within interpersonal situations. Emotional competence is conceived as the integration of seven seemingly unrelated proficiencies: perspective taking, strategic self-presentation of emotions, helping targets of communication accept one’s genuine emotional reactions, lack of guilt when using emotions strategically, fostering self-authenticity, developing an ironic perspective, and incorporating one’s moral code into the self-regulation of emotions. A cluster analysis of responses to measures of the seven proficiencies by 220 salespeople revealed four distinct groups of people. The groups were defined by emotional competence syndromes consisting of combinations of different levels of the seven proficiencies. One group, the highly emotional competent, scored high on all seven proficiencies, a second group scored low on all seven. Two other groups resulted wherein one group was dominated by feelings of guilt in the use of emotions strategically, and the second was characterized by the inability to accept ambiguous and contradictory situations by assuming an ironic perspective. In a test of predictive validity, the highly emotional competent group, but not the others, coped effectively with envy and pride, achieved high social capital, and performed well.coping;emotion regulation;emotional competence;social capital and performance

Value Creation and Value Claiming in Make-Or-Buy Decisions

Transaction value analysis (TVA) integrates the concepts of resourceheterogeneity and transaction cost economics into a single framework,which emphasizes both value creation and value claiming in firms'vertical integration decisions. Using a TVA perspective, we develophypotheses to explain the firm's intent to outsource applicationservices. A sample of 178 firms in the publishing and printingindustry in The Netherlands is used to test the hypotheses. This paperfinds that firms take both value-creation and value-claimingmotivations into consideration, with value creation having on averagea dominating impact, thus substantiating the TVA framework. However,we also find that if the risks of opportunism in outsourcingcontracting are high, value creation becomes the less important factorin make-or-buy decisions. Furthermore, the paper shows that the needfor flexibility is a major driver of governance choice forvalue-creation as well as for value-claiming motivations. Implicationsand future research directions are discussed.information technology;interorganizational strategy;make-or-buy decisions;outsourcing relationships;transaction value analysis

The Adaptive Consequences of Pride in Personal Selling

Study 1 investigates the beneficial effects of experiencing pride. Pride was found to have two different effects. First, it increases salespersons’ performance-related motivations. Specifically, it promotes adaptive selling strategies, greater effort, and self-efficacy. Secondly, it positively affects organizational citizenship behaviors. Study 2 takes an emotion-process point of view and compares excessive pride (hubris) with positive pride. The results show that salespeople are capable of self-regulating the expression of these emotions via anticipated feelings of fear, shame, and regret. Salespeople in other words are affected by their emotions, but they also are capable of controlling them to their advantage.marketing;hubris;meta-emotions;organizational citizenship behaviors;pride;work motivation

Personality characteristics that predict effective performance of sales people

In sales literature the role of personality traits in the prediction of salespeople's performance is a hot topic. This study, based upon an administered personality test, suggests that salespeople's personality traits — specifically, the ability to elicit information from others, to self-monitor during conversations, and to adapt during conversations — are good predictors of performance

Individual differences in emotional contagion of salespersons: Its effect on performance and burnout

This article explores the emotional contagion hypothesis, proposed by Hatfield, Cacioppo, and Rapson (1994), in a sales context. Specifically, the emotional contagion hypothesis explains how the emotions of two people (e.g., salesperson and customer) during a conversation are transmitted from one to the other via facial cues, and that these emotions affect the outcome of that interaction. The emotional contagion hypothesis implies that there are definitive individual differences concerning whether someone is either sensitive to emotions from others or able to transmit his or her emotions onto others. This study explores whether these individual differences are assets or liabilities over the long term for salespersons in a sales organization. The data in this study show that a salesperson's ability to infect others with his or her emotions is an asset (because it can lead to higher performance). In addition, being sensitive to the emotions of others is an asset (it can also lead to better performance); at the same time it is a liability (because of the higher risk of burnout). This study further explores how emotionally sensitive salespersons develop burnout as a consequence of role stress, which then affects their performance

Coping with Sales Call Anxiety and Its Effects on Protective Actions

We study how salespeople cope with sales call anxiety and find that two tactics ultimately reduce dysfunctional protective actions in selling interactions. That is, situation modification and attentional deployment both moderate the effects of felt physiological sensations and anxiety on protective actions.attentional deployment;coping;sales call anxiety;situation modification

When Intelligence is (Dys)Functional for Achieving Sales Performance

Using two different samples of salespeople, the authors investigate how a combination of general mental ability (GMA) and specific skills and capabilities (social competence and thinking styles) allows salespeople to reach their sales goals. The study finds evidence for an interaction between GMA and social competence. If combined with high social competence, high GMA leads to highest sales performance; if combined with low social competence, high GMA leads to lowest sales performance. In addition, interaction effects between GMA and a judicial thinking style were found. Salespeople high on GMA have the most potential for attaining high levels of sales performance when combined with specific skills; when lacking these skills they may become the firm’s worst performers.sales;knowledge;general mental ability;knowledge based marketing;thinking styles

Account Managers Creation of Social Capital: Communal and Instrumental Investments and Performance Implications

Account managers invest in two distinct, compensatory social ties to achieve social capital, namely peripheral knowledge ties and implementation support ties. The first ties require communal investments, which consist of organizational citizenship behaviors and peripheral information sharing. The second ties require instrumental investments that encompass reciprocity norms and strategic information sharing. Hypotheses are tested on a sample of 164 account managers who sell financial products/services to large customers. The findings show that account managers invest in both ties to attain peripheral knowledge accretion and implementation support which in turn result in improved performance.reciprocity;account management;social capital;organizational citizenship behaviors

Value Creation and Value Claiming in Make-Or-Buy Decisions

Transaction value analysis (TVA) integrates the concepts of resource heterogeneity and transaction cost economics into a single framework, which emphasizes both value creation and value claiming in firms' vertical integration decisions. Using a TVA perspective, we develop hypotheses to explain the firm's intent to outsource application services. A sample of 178 firms in the publishing and printing industry in The Netherlands is used to test the hypotheses. This paper finds that firms take both value-creation and value-claiming motivations into consideration, with value creation having on average a dominating impact, thus substantiating the TVA framework. However, we also find that if the risks of opportunism in outsourcing contracting are high, value creation becomes the less important factor in make-or-buy decisions. Furthermore, the paper shows that the need for flexibility is a major driver of governance choice for value-creation as well as for value-claiming motivations. Implications and future research directions are discussed

Social Consumer Neuroscience: Neurophysiological Measures of Advertising Effectiveness in a Social Context

The application of neurophysiological methods to study the effects of advertising on consumer purchase behavior has seen an enormous growth in recent years. However, little is known about the role social settings have on shaping the human brain during the processing of advertising stimuli. To address this issue, we first review previous key findings of neuroscience research on advertising effectiveness. Next, we discuss traditional advertising research into the effects social context has on the way consumers experience advertising messages and explain why marketers, who aim to predict advertising effectiveness, should place participants in social settings, in addition to the traditional ways of studying consumer brain responses to advertising in social isolation. This article contributes to the literature by offering advertising researchers a series of research agendas on the key indicators of advertising effectiveness (attention, emotion, memory, and preference). It aims to improve understanding of the impact social context has on consumers' neurophysiological responses to advertising messages