The Role of Mental Models in Control Theory:Understanding Cognitive FACTORS Influencing the Behaviors of Salespeople

^*The authors thank Charles C. Manz, Angelo Kinicki, and Mike Dorsch for their helpful comments on previous versions ofthis manuscript.

Abstract

In this paper we extend control theory by exploring the referents that salespeople use to interpret their perfonnance and, subsequently, adjust their behaviors ifperfonnance is deemed inadequate. While scholars have long relied on referents and control theory to explain motivated behavior, research has just recently begun to investigate the sources of referents that are integral to such advances. We propose that referents are inexorably intertwined with salespersons’ mental models which are engaged during sales episodes. Ergo, we build on research in social cognition to broaden our understandings about organizational control.

Notes

^* The authors thank Charles C. Manz, Angelo Kinicki, and Mike Dorsch for their helpful comments on previous versions ofthis manuscript.

Additional information

Notes on contributors

Timothy B. Palmer

Timothy B. Palmer (Ph.D., Arizona State University) is an assistant professor of management at Louisiana State University. His current research interests include top management teams and the process of strategy making. He has published in Journal of Management, Organization Science, Advances in applied Business Strategy, and national conference proceedings.

Gregory M. Pickett

Gregory M. Pickett (Ph.D., Oklahoma State University) is an associate professor of marketing at Clemson University. His current research interests include sport marketing, services marketing and green marketing. Dr. Pickett’s research has appeared in the Journal of Personal Selling and Sales Management, Journal of Health Care Marketing, Health Marketing Quarterly, Journal of Services Marketing, Journal of Marketing Theory and Practice, and other marketing journals and national proceedings.