The Sales Force Technology–Performance Chain: The Role of Adaptive Selling and Effort

Abstract

Firms continue to struggle with the implementation of sales force technology tools and the role they play in sales representative performance. This research expands previous literature in the area of sales force automation (SFA) and customer relationship management (CRM) by looking at the consequences after technology adoption by a sales force. Data were gathered from three sources to include 662 sales representatives, 60 sales managers, and fi rm archival data. Using structural equation modeling, our fi ndings indicate that SFA usage has a direct impact on effort, thereby reducing number of hours worked, and CRM usage has a direct positive impact on adaptive selling behaviors. Moreover, experience moderates the relationship between CRM usage and adaptive selling. Discussion, limitations, and directions for future research are also discussed.