TY  - CHAP
AB  - Abstract In this chapter, a qualitative study of successful sales organizations is reported. Based on the findings, different concepts are derived. The aim of the conceptual development is to help describing the processes of managing a sales organization. It is a new model created from the ground. Still, we can easily see the similarities to the findings and connections to important concepts from established literature.The interplay between structure and processes, “the frame,” and individual’s development turns out to be at the core of successful sales organizations. This interplay is coined organizational balancing.The study and this chapter contribute to the extant discussion of causalities between specific factors influencing the sales process, a holistic approach seems highly relevant. However, one specific factor, namely the role of leadership will also be examined.The core of managing a sales organization effectively is to be aware and take into consideration how the frame and the individual are intervened into each other. They exist in a complex interplay that is in constant flux. That is the message of organizational balancing.
SN  - 978-1-78754-969-2, 978-1-78754-968-5/
DO  - 10.1108/978-1-78754-968-520181007
UR  - https://doi.org/10.1108/978-1-78754-968-520181007
AU  - Åge Lars-Johan
ED  - Per Andersson
ED  - Björn Axelsson
ED  - Christopher Rosenqvist
PY  - 2018
Y1  - 2018/01/01
TI  - Organizational Balancing: An Integrated View of Sales Management
T2  - Organizing Marketing and Sales
PB  - Emerald Publishing Limited
SP  - 125
EP  - 137
Y2  - 2024/04/20
ER  -