The Sales Manager As a Boundary Spanner: A Role Theory Analysis

Steven J. Lysonski Steven J. Lysonski (Ph.D., Syracuse University) is Assistant Professor of Marketing at the University of Rhode Island. His current research interests are product innovation and management, consumer behavior, and industrial marketing. He has presented his research at a number of professional meetings, including the American Marketing Association, Academy of Marketing Science, and Project Management Institute. His articles appear in several professional and business journals.

Eugene M. Johnson Eugene M. Johnson (D.B.A., Washington University) is Professor of Marketing at the University of Rhode Island. His current research interests include professional selling, sales management, and service marketing. Dr. Johnson's research has appeared in a number of professional and business journals. He is the coauthor of Managing Your Sales Team (Prentice-Hall) and several other books.

Abstract

Boundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.

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The Sales Manager As a Boundary Spanner: A Role Theory Analysis

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