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Journal of the Academy of Marketing Science
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Driving Organizational Citizenship Behaviors and Salesperson In-Role Behavior Performance: The Role of Management Control and Perceived Organizational Support

Nigel F. Piercy

University of Warwick, United Kingdom, Nigel.Piercy{at}wbs.ac.uk

David W. Cravens

Texas Christian University, D.Cravens{at}tcu.edu

Nikala Lane

University of Warwick, United Kingdom, Nikala.Lane{at}wbs.ac.uk

Douglas W. Vorhies

University of Mississippi, dvorhies{at}bus.olemiss.edu

Interest in management control approaches and organizational factors associated with higher levels of salesperson performance is reflected in research streams concerned with behavior-based control strategies and organizational citizenship behaviors (OCBs). This study makes two distinct additions to the literature relating to control, organizational citizenship behaviors and salesperson performance. First, the study distinguishes between salesperson in-role behavior performance and outcome performance to model in-role behavior performance as a mediator between OCB and outcome performance. Second, the work supports sales manager control as an antecedent to OCB. A second model introduces perceived organizational support (POS) as an additional antecedent to salesperson OCB, and more important, as a consequence of sales manager control. This construct has not been included in prior salesperson OCB studies. Results show sales manager control has a stronger impact on OCB through POS, than directly, and POS has a strong impact on salesperson OCB.

Key Words: sales management control • organizational citizenship behavior • salesperson in-role behavior performance • salesperson outcome performance • perceived organizational support

Journal of the Academy of Marketing Science, Vol. 34, No. 2, 244-262 (2006)
DOI: 10.1177/0092070305280532
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