From cognition to action

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dc.contributor.author Alnakhli, Hayam
dc.contributor.author Singh, Rakesh
dc.contributor.author Agnihotri, Raj
dc.contributor.author Itani, Omar S.
dc.date.accessioned 2020-12-01T11:33:01Z
dc.date.available 2020-12-01T11:33:01Z
dc.date.copyright 2020 en_US
dc.date.issued 2020-12-01
dc.identifier.issn 0885-8624 en_US
dc.identifier.uri http://hdl.handle.net/10725/12336 en_US
dc.description.abstract Purpose This study aims to investigate salespersons’ self-monitoring and its effect on adaptive selling behavior. As salespeople are constantly facing different customers with various needs and want and engaging in a different sales situation, salespeople must deploy their inner capabilities in practicing adaptive selling behavior during and across sales interactions. This study also investigates the impact of salesperson’s intrapersonal leadership – where leadership stems from the individuals with the purpose to influence oneself. Design/methodology/approach Authors draw on the social cognitive theory of self-regulation to develop our model and examine the relationship between self-monitoring, thought self-leadership and adaptive selling behavior. We empirically test the model using data from 335 pharmaceutical salespeople working across several countries in Asia. Findings The results support the role of self-monitoring and thought self-leadership as antecedents to adaptive selling. Further, the results suggest that self-monitoring positively moderates the relationship between thought self-leadership and adaptive selling behavior. In light of these results, we explore implications and limitations and conclude by suggesting directions for further research. Research limitations/implications The sampling method used was convenience sampling, which may limit the theoretical generalization of our results across all emerging markets. Moreover, this study examines the direct impact of self-management mechanism on adaptive selling behavior and the way it interacts with salesperson's thought self-leadership to strengthen adaptive selling behavior. However, the research model does not include organization-level drivers. Originality/value This study makes an important and original contribution to sales literature by demonstrating the direct and interaction effects of self-monitoring mechanism on a critical component of a business to business sales process, adaptive selling behavior. Results from this study highlight the critical importance of cognitive processes that drives positive selling behavior. en_US
dc.language.iso en en_US
dc.title From cognition to action en_US
dc.type Article en_US
dc.description.version Published en_US
dc.title.subtitle the effect of thought self-leadership strategies and self-monitoring on adaptive selling behavior en_US
dc.author.school SOB en_US
dc.author.idnumber 200501701 en_US
dc.author.department Hospitality Management And Marketing en_US
dc.description.embargo N/A en_US
dc.relation.journal Journal of Business & Industrial Marketing en_US
dc.journal.volume 35
dc.journal.issue 12
dc.article.pages 1915-1927
dc.keywords Social cognitive theory en_US
dc.keywords Salespeople en_US
dc.keywords Self-monitoring en_US
dc.keywords Adaptive selling behavior en_US
dc.keywords Thought self-leadership en_US
dc.identifier.doi https://doi.org/10.1108/JBIM-06-2019-0302 en_US
dc.identifier.ctation Alnakhli, H., Singh, R., Agnihotri, R., & Itani, O. S. (2020). From cognition to action: the effect of thought self-leadership strategies and self-monitoring on adaptive selling behavior. Journal of Business & Industrial Marketing, 35 (12), 1915-1927. en_US
dc.author.email omar.itani@lau.edu.lb en_US
dc.identifier.tou http://libraries.lau.edu.lb/research/laur/terms-of-use/articles.php en_US
dc.identifier.url https://www.emerald.com/insight/content/doi/10.1108/JBIM-06-2019-0302/full/html en_US
dc.orcid.id https://orcid.org/0000-0003-2258-7837 en_US
dc.author.affiliation Lebanese American University en_US

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