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.
|Title of host publication||Proceedings of the Paradigm Shifts & Interactions, 43rd annual Conference, 3-6 June 2014, Valencia, Spain|
|Place of Publication||Valencia|
|Publication status||Published - 2014|
|Event||43rd EMAC Conference: Paradigm Shifts & Interactions, June 3-6 2014, Valencia, Spain - Valencia, Spain|
Duration: 3 Jun 2014 → 6 Jun 2014
|Conference||43rd EMAC Conference: Paradigm Shifts & Interactions, June 3-6 2014, Valencia, Spain|
|Period||3/06/14 → 6/06/14|