Effects of Sales Force Automation use on Sales Force Activities and Customer Relationship Management Processes

References

• Ahearne, Michael, Ronald Jelinek, and Adam Rapp (2005), “Moving Beyond the Direct Effect of SFA Adoption on Salesperson Performance: Training and Support as Key Moderating Factors,” Industrial Marketing Management, 34 (4), 379–388.
   Google Scholar
• Ahearne, Michael, Narasimhan Srinivasan, and Luke Weinstein (2004), “Effect of Technology on Sales Performance: Progressing from Technology Acceptance to Technology Usage and Consequence,” Journal of Personal Selling & Sales Management, 24, 4 (Fall), 297–310.
   Google Scholar
• Avlonitis, George J., and Nikolaos G. Panagopoulos (2005), “Antecedents and Consequences of CRM Technology Acceptance in the Sales Force,” Industrial Marketing Management, 34 (4), 355–368.
   Google Scholar
• Behrman, Douglas N., William J. Bigoness, and William D. Per-reault, Jr. (1981), “Sources of Job Related Ambiguity and Their Consequences upon Salesperson’s Job Satisfaction and Performance,” Management Science, 27 (11), 1246–1260.
   Google Scholar
• Block, Jonathan, Jeff Golterman, Joel Wecksell, Karen Scher-burger, and Wendy Close (1996), “Building Blocks for Technology Enabled Selling,” Gartner Group Research Report R-100–104, Stamford, CT.
   Google Scholar
• Boulding, William, Richard Staelin, Michael Ehret, and Wesley J. Johnston (2005), “A Customer Relationship Management Roadmap: What Is Known, Potential Pitfalls, and Where to Go,” Journal of Marketing, 69 (October), 155–166.
   Google Scholar
• Brehm, Jack W. (1966), A Theory of Psychological Reactance, San Diego, CA: Academic Press.
   Google Scholar
• Brown, Steven P. , and Eli Jones (2005), “Introduction to the Special Issue: Advancing the Field of Selling and Sales Management,” Journal of Personal Selling & Sales Management, 25, 2 (Spring), 103–104.
   Google Scholar
• Brynjolfsson, Erik (1993), “The Productivity Paradox of Information Technology,” Communications of the ACM, 36 (12), 67–77.
   Google Scholar
• Bush, Alan J., Jarvis B. Moore, and Rich Rocco (2005), “Understanding Sales Force Automation Outcomes: A Managerial Perspective,” Industrial Marketing Management, 34 (4), 369–377.
   Google Scholar
• Cannon, Joseph P. , and William D. Perreault, Jr. (1999), “Buyer–Seller Relationships in Business Markets,” Journal of Marketing Research, 36 (November), 439–460.
   Google Scholar
• DeLone William H., and Ephraim R. McLean (1982), “Information Systems Success: The Quest for the Dependent Variable,” Information Systems Research, 3 (1), 60–95.
   Google Scholar
• DeLone William H., and Ephraim R. McLean (2003), “The DeLone and McLean Model of Information Systems Success: A Ten-Year Update,” Journal of MIS Research, 19, 4 (Spring), 9–30.
   Google Scholar
• DeSanctis, Geraldine, and M. Scott Poole (1994), “Capturing the Complexity in Advanced Technology Use: Adaptive Struc-turation Theory,” Organization Science, 5 (2), 121–147.
   Google Scholar
• Erffmeyer, Robert C., and Dale A. Johnson (2001), “An Exploratory Study of Sales Force Automation Practices: Expectations and Realities,” Journal of Personal Selling & Sales Management, 21, 2 (Spring), 167–176.
   Google Scholar
• Gohmann, Stephan F. , Jian Guan, Robert M. Barker, and David J. Faulds (2005), “Perceptions of Sales Force Automation: Differences Between Sales Force and Management,” Industrial Marketing Management, 34 (4), 337–343.
   Google Scholar
• Humphreys, Michael A., and Michael R. Williams (1996), “Exploring the Relative Effects of Salesperson Interpersonal Process Attributes and Technical Product Attributes on Customer Satisfaction,” Journal of Personal Selling & Sales Management, 16, 3 (Summer), 47–57.
   Google Scholar
• Hunter, Gary K., and William D. Perreault, Jr. (2007), “Making Sales Technology Effective,” Journal of Marketing, 71, 1 (January), 16–34.
   Google Scholar
• Jap, Sandy D. (2001), “The Strategic Role of the Salesforce in Developing Customer Satisfaction Across the Relationship Lifecycle,” Journal of Personal Selling & Sales Management, 21, 2 (Spring), 95–108.
   Google Scholar
• Jayachandran, Satish, Subhash Sharma, Peter Kaufman, and Pushkala Raman (2005), “The Role of Relational Information Processes and Technology Use in Customer Relationship Management,” Journal of Marketing, 69 (October), 177–192.
   Google Scholar
• Keillor, Bruce D., Edward Bashaw, and Charles E. Pettijohn (1997), “Salesforce Automation Issues Prior to Implementation: The Relationship Between Attitudes Toward Technology, Experience and Productivity,” Journal of Business and Industrial Marketing, 12 (3), 209–219.
   Google Scholar
• Ko, Dong-Gil, and Alan R. Dennis (2004), “Sales Force Automation and Sales Performance: Do Experience and Expertise Matter?” Journal of Personal Selling & Sales Management, 24, 4 (Fall), 311–322.
   Google Scholar
• Langerak, Fred (2001), “Effects of Market Orientation on the Behaviors of Salespersons and Purchasers, Channel Relationships, and Performance of Manufacturers?” International Journal of Research in Marketing, 18 (3), 221–234.
   Google Scholar
• Markus, M. Lynne, and Mark Keil (1994), “If We Build It, They Will Come: Designing Information Systems That People Want to Use,” Sloan Management Review, 35 (4), 11–25.
   Google Scholar
• Marshall, Greg W., William C. Moncrief, and Felicia G. Lassk (1999), “The Current State of Sales Force Activities,” Industrial Marketing Management, 28 (1), 87–89.
   Google Scholar
• Mithas, Sunil, Mayuram S. Krishnan, and Claes Fornell (2005), “Why Do Customer Relationship Management Applications Affect Customer Satisfaction?” Journal of Marketing, 69 (October), 201–209.
   Google Scholar
• Morgan, Amy J., and Scott A. Inks (2001), “Technology and the Sales Force,” Industrial Marketing Management, 30 (5), 463–472.
   Google Scholar
• Payne, Adrian, and Pennie Frow (2005), “A Strategic Framework for Customer Relationship Management,” Journal of Marketing, 69 (October), 167–176.
   Google Scholar
• Petersen, Glen S. (1997), High Impact Sales Force Automation, Boca Raton, FL: St. Lucie Press.
   Google Scholar
• Plouffe, Christopher R., Brian C. Williams, and Thomas W. Leigh (2004), “Who’s on First? Stakeholder Differences in Customer Relationship Management and the Elusive Notion of ‘Shared Understanding,’” Journal of Personal Selling & Sales Management, 24, 4 (Fall), 323–338.
   Google Scholar
• Raman, Pushkala, C. Michael Wittmann, and Nancy A. Rauseo (2006), “Leveraging CRM for Sales: the Role of Organizational Capabilities in Successful CRM Implementation,” Journal of Personal Selling & Sales Management, 26, 1 (Winter), 39–53.
   Google Scholar
• Reinartz, W., Manfred Krafft, and Wayne D. Hoyer (2004), “The Customer Relationship Management Process: Its Measurement and Impact on Performance,” Journal of Market Research, 41, 3 (August), 293–305.
   Google Scholar
• Rivers, Mark L., and Jack Dart (1999), “The Acquisition and Use of Sales Force Automation by Mid-Sized Manufacturers,” Journal of Personal Selling & Sales Management, 19, 2 (Spring), 59–73.
   Google Scholar
• Robinson, Leroy, Greg W. Marshall, and Miriam B. Stamps (2005), “Sales Force Use of Technology: Antecedents to Technology Acceptance,” Journal of Business Research, 58 (12), 1623–1631.
   Google Scholar
• Rouziès, Dominique, Erin Anderson, Ajay K. Kohli, Ronald E. Michaels, Barton A. Weitz, and Andris A. Zoltners (2005), “Sales and Marketing Integration: A Proposed Framework,” Journal of Personal Selling & Sales Management, 25, 2 (Spring), 113–122.
   Google Scholar
• Schillewaert, Niels, Michael J. Ahearne, Ruud T. Frambach, and Rudy K. Moenaert (2005), “The Adoption of Information Technology in the Sales Force,” Industrial Marketing Management, 34 (4), 323–336.
   Google Scholar
• Shervani, Rajendra K., Tasadduq A. Shervani, and Liam Fahey (1999), “Marketing, Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and the Discipline of Marketing,” Journal of Marketing, 63 (4), 168–179.
   Google Scholar
• Siebel, Thomas M., and Michael S. Malone (1996), Virtual Selling: Going Beyond the Automated Sales Force to Achieve Total Sales Quality, New York: Free Press.
   Google Scholar
• Speier, Cheri, and Viswanath Venkatesh (2002), “The Hidden Minefields in the Adoption of Sales Force Automation Technologies,” Journal of Marketing, 66 (July), 98–111.
   Google Scholar
• Srivastava, Rajendra K., Tasadduq A. Shervani, and Liam Fahey (1999), “Marketing Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and the Discipline of Marketing,” Journal of Marketing, 63 (4), 168–179.
   Google Scholar
• Tanner, John F. , Jr., and Shannon Shipp (2005), “Sales Technology Within the Salesperson’s Relationships: A Research Agenda,” Industrial Marketing Management, 34 (4), 305–312.
   Google Scholar
• Taylor, Thayer C. (1993), “Getting in Step with the Computer Age,” Sales and Marketing Management, 145 (March), 52–59.
   Google Scholar
• Vroom, Victor H. (1964), Work and Motivation, New York: Wiley.
   Google Scholar
• Weitz, Barton A. (1978), “Relationship Between Salesperson Performance and Understanding of Customer Decision Making,” Journal of Marketing Research, 15 (November), 501–516.
   Google Scholar
• Weitz, Barton A., and Kevin D. Bradford (1999), “Personal Selling and Sales Management: A Relationship Perspective,” Journal of the Academy of Marketing Science, 27 (Spring), 241–255.
   Google Scholar
• Widmier, Scott M., Donald W. Jackson, and Deborah Brown McCabe (2002), “Infusing Technology into Personal Selling,” Journal of Personal Selling & Sales Management, 22, 3 (Summer), 189–198.
   Google Scholar
• Zeithaml, Valarie A., Roland T. Rust, and Katherine N. Lemon (2001), “The Customer Pyramid: Creating and Serving Profitable Customers,” California Management Review, 43 (4), 118–142.
   Google Scholar