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Abstract
This study examines the relationship between salespeople’s perceptions of the competitive environment and their job performance. Results indicate a positive relationship between perceived competition and job performance when certain characteristics are present. Those who perform better in a competitive environment are identified. Implications for sales managers and sales researchers are provided. Additionally, directions for future research are given.
Additional information
Notes on contributors
Charles H. Schwepker
Charles H. Schwepker, Jr. (Ph.D., Memphis State University) is assistant professor of marketing at Central Missouri State University. His research interests are in sales, sales management, marketing ethics and consumer behavior. His articles have appeared in the Journal of Public Policy and Marketing, Journal of Marketing Management, and Industrial Marketing Management, as well as various national and regional proceedings.
Thomas N. Ingram
Thomas N. Ingram (Ph.D., Georgia State University) is professor of marketing and Holder of the Sales and Marketing Executives of Memphis Chair in Sales Excellence, Memphis State University. His primary research interest is in personal selling and sales management. His articles have appeared in the Journal of Marketing, Journal of Marketing Research, Journal of Personal Selling and Sales Management, and Journal of the Academy of Marketing Science, among others. He is the co-author of Sales Management: Analysis and Decision-Making, 2nd ed. (The Dry den Press, 1992).