Getting the Job Done: The Moderating Role of Initiative on the Relationship Between Intrinsic Motivation and Adaptive Selling

Abstract

This study explores why salespeople with equal intrinsic motivation may achieve different levels of performance. Utilizing action control theory, the paper explores the moderating effect of the initiative dimension of action-state orientation on the salesperson’s intrinsic motivation and adaptive selling relationship. An empirical study is presented that included 223 Ecuadorian salespeople and objective performance measures. Findings indicate that salesperson’s initiative strengthens the relationship between intrinsic motivation and adaptive selling. In addition, results show that adaptive selling is a significant antecedent of objective salesperson’s performance. Finally, results reveal that initiative has a significant direct effect on objective performance.

Additional information

Notes on contributors

Fernando Jaramillo

Fernando Jaramillo (Ph.D., University of South Florida), Assistant Professor of Marketing, College of Business Administration, University of Texas at Arlington, [email protected].

William B. Locander

William B. Locander (Ph.D., University of Illinois, Urbana Champaign), Davis Leadership Chair, Director of The Davis Leadership Center, Jacksonville University, [email protected].

Paul E. Spector

Paul E. Spector (Ph.D., University of South Florida), Distinguished University Professor, Director of the Industrial and Organizational Psychology Doctoral Program, University of South Florida, [email protected].

Eric G. Harris

Eric G. Harris (Ph.D., Oklahoma State University), Assistant Professor, Department of Management and Marketing, Kelce School of Business, Pittsburg State University, [email protected].