Sales team value co-creation in turbulent markets: the role of team learning and agility

被引：6

作者：

Inyang, Eddie ^{[1
]}

Itani, Omar S. ^{[2
]}

Alnakhli, Hayam ^{[3
]}

White, Juliana ^{[4
]}

机构：

[1] Coll New Jersey, Ewing, NJ USA

[2] Univ Texas Rio Grande Valley, Edinburg, TX USA

[3] Cent Michigan Univ, Mt Pleasant, MI USA

[4] Southeastern Louisiana Univ, Hammond, LA USA

来源：

JOURNAL OF MARKETING THEORY AND PRACTICE | 2024年 / 32卷 / 04期

关键词：

SERVICE-DOMINANT LOGIC; CUSTOMER SATISFACTION; PERFORMANCE; FORCE; ORIENTATION; PERCEPTIONS; EVOLUTION; VARIABLES; PRODUCT; IMPACT;

D O I：

10.1080/10696679.2023.2258266

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Value co-creation has emerged as a way for organizations to gain a competitive advantage and differentiate themselves from the competition. In the literature, a positive link has been found between value co-creation and firm performance. However, the impact of sales team value co-creation on performance has been largely unexplored. This study explores drivers of value co-creation by sales teams and its performance outcomes, with market turbulence as a contingency factor. Using a sample of 201 salespeople in 24 sales teams, the results indicate that when sales teams co-create value with customers, they can increase their sales performance. This effect is magnified when sales teams are working with customers operating in turbulent environments.

引用

页码：599 / 613

页数：15

共 72 条

[31] The impact of business-to-business salespeople's social media use on value co-creation and cross/up-selling: the role of social capital [J].