Organizational Values and Role Stress as Determinants of Customer-Oriented Selling Performance

Abstract

Customer-oriented selling has been promoted to salespeople as a way to influence the service and quality goals of an organization. However, little is known about the factors influencing the extent to which salespeople actually engage in it. This research examines whether organizational values and role stress influence customer-oriented selling performance. To test our hypotheses and model, 402 national sales representatives completed a self-administered mail questionnaire. Results indicated that the salesperson's perceived customer value orientation of the firm increases customer-oriented selling performance. Role conflict and role ambiguity constrain customer-oriented selling performance. Limitations, as well as practical and theoretical implications, are discussed.