Sales Force Turnover and Retention: A Research Agenda

Abstract : Identifying, acquiring, and retaining top sales talent remains a priority in many sales organizations because salesperson turnover remains such an intractable management problem. This paper seeks to encourage and enrich continued research on sales turnover by introducing recent methodological and theoretical advances in psychological, economic, and organizational theory. First, we suggest an examination of sales turnover guided by social network theory. Second, we propose the simultaneous consideration of the interplay between variables within a comprehensive, integrated multilevel framework. Third, in keeping with the shift in research designs initiated in management, our model includes the concept of "shocks"--jarring events that could drive turnover decisions. Finally, we propose to examine sales turnover within an international context. The conceptual framework we present outlines how sales organizations might effectively address sales force turnover and, as a consequence, improve productivity. We conclude by suggesting some specific research questions intended to provide direction for researchers interested in identifying and investigating underresearched linkages.
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Article dans une revue
Journal of Personal Selling and Sales Management, Taylor & Francis (Routledge), 2012, 32 (1), pp.131-140. 〈10.2753/PSS0885-3134320111〉
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https://hal-hec.archives-ouvertes.fr/hal-00663426
Contributeur : Antoine Haldemann <>
Soumis le : vendredi 27 janvier 2012 - 09:36:29
Dernière modification le : jeudi 11 janvier 2018 - 06:19:31

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James S. Boles, George W. Dudley, Vincent Onyemah, Dominique Rouzies, William A. Weeks. Sales Force Turnover and Retention: A Research Agenda. Journal of Personal Selling and Sales Management, Taylor & Francis (Routledge), 2012, 32 (1), pp.131-140. 〈10.2753/PSS0885-3134320111〉. 〈hal-00663426〉

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