Implementing an ambidextrous sales strategy at the front line: an internal marketing perspective

W. van der Borgh, A. de Jong, E.J. Nijssen, M. Ahearne

Research output: Chapter in Book/Report/Conference proceedingConference contributionAcademicpeer-review

Abstract

Ambidextrous sales strategies, wherein managers pursue the concurrent sale of new and existing products, often fail at the front line. A proposed internal marketing perspective accounts for the role of two vertical relational mechanisms (manager ambidexterity and salesperson organizational identification) that transfer an ambidextrous strategy to the front line. The findings demonstrate that both mechanisms have crucial roles in the implementation of an ambidextrous selling strategy. They enhance salespeople’s proactive selling of new and existing products; in addition, they interact, such that the effect of manager ambidexterity depends on organizational identification. In turn, this two-part empirical study links salespeople’s proactive selling of new and existing products to their commensurate forms of objective performance and shows that combining the behaviors does not impair performance.
Original languageEnglish
Title of host publicationProceedings of the Paradigm Shifts & Interactions, 43rd annual Conference, 3-6 June 2014, Valencia, Spain
EditorsE. Bigné
Place of PublicationValencia
PublisherEMAC
Pages201
Publication statusPublished - 2014
Event43rd EMAC Conference: Paradigm Shifts & Interactions, June 3-6 2014, Valencia, Spain - Valencia, Spain
Duration: 3 Jun 20146 Jun 2014
http://www.emac2014.eu/

Conference

Conference43rd EMAC Conference: Paradigm Shifts & Interactions, June 3-6 2014, Valencia, Spain
Abbreviated titleEMAC2014
CountrySpain
CityValencia
Period3/06/146/06/14
Internet address

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