Formal salesforce controls and service-sales ambidexterity: the moderating role of salespeople's grit

Abstract

Purpose The study examines the effects of behavior-based and outcome-based control systems on service-sales ambidexterity, role conflict, emotional exhaustion and job performance in salespeople. Design/methodology/approach Data are collected from 704 salespeople in Ghana. The proposed hypotheses are tested through the structural equations modeling technique. Findings The study finds that both behavior-based and outcome-based controls have positive and significant effects on service-sales ambidexterity in salespeople. Similarly, the study discovers that service-sales ambidexterity has a positive and significant impact on both role conflict and emotional exhaustion in salespeople. The study also finds that role conflict and emotional exhaustion both have a negative impact on job performance. Finally, the study finds that salespeople's grit moderates the negative relationship between emotional exhaustion and job performance. Practical implications The results imply that while salespeople's service-sales ambidexterity may be beneficial to their individual and firm performance, it may also lead to role conflict and emotional exhaustion. Originality/value The current study demonstrates how control mechanisms can lead to service-sales ambidexterity in salespeople and how this can lead to role conflict and emotional exhaustion.