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Integrating relationship marketing and management research, the author explores internal selling (i.e., a salesperson’s internally focused efforts intended to identify, solicit, and use internal sales resources to support external selling activities) as a unique source of salespeople role stress and examine its contingent outcomes. The conceptual model suggests that internal selling as a job demand and stressor leads to increased salespeople role stress. However, a number of situational (i.e., selling organization market orientation, service climate, and seller–buyer relationship) and individual factors (i.e., networking ability and psychological capital of the salespeople) serve as job and personal resources to moderate the internal selling–outcome relationships, such that when such resources are adequate, internal selling will reduce role stress and increase sales performance. The author also examines situational (i.e., customer solutions offering and formalization of the selling organization) and individual (i.e., salespeople power and social status) antecedents of internal selling. The model provides useful insights and practical guidance for selling organizations to recognize mechanisms associated with internal selling in their organizations, and to intentionally design within organization support systems to enhance salespeople well being and enable them to participate effectively in the relational process of selling. The chapter stresses the need to develop context-specific stress models for different occupations and job roles.

This paper aims to understand how organizational and interpersonal relationships influence selling centers, and how to form an effective selling center to establish cooperation among the functional departments to satisfy customer needs.

The selling center and social capital literatures are reviewed. A social network perspective is employed to explore the internal and external relationships of corporate selling centers.

Building upon social capital literature and team literature, the authors propose that selling center performance is influenced by its internal and external social capital. Social capital influences selling center performance through facilitating knowledge transfer and absorption within and across the selling center.

The findings help sales managers diagnose the problems of the social networks among their selling center members, to improve their selling center performance in the future.

The paper investigates the relationships among social capital, knowledge transfer and absorption and team performance in the selling center context. By considering both intra‐firm relationships and inter‐firm relationships, this study provides a relatively complete picture of selling center performance and adds knowledge to the field.

As of May 2022, the National Pension Service of Korea is the world's third-largest pension fund, with assets worth KRW912tn (approximately $US800bn). Of the KRW152tn (approximately $US133bn) invested in domestic equities, 45% is outsourced to external asset managers. Given the absence of prior research on the National Pension Service's (NPS's) management method, this study analyzes its trading strategies and market impact according to the fund management method from 2005 to 2022. The results are as follows: First, the stock characteristics selected by internal management using passive strategies are different from those selected by external management, in which various strategies are combined. Second, the contrarian investment strategy, which acts as a market stabilizer, is a characteristic of the external management trading pattern, while internal management increases volatility and does not improve liquidity. Third, there has been a change in the internal management strategy since 2016, when the fund management headquarters was relocated. This study is practically significant and distinctive in that it confirms the differences between the NPS's two investment methods in terms of trading strategies and market impact.

The purpose of this paper is to examine a multidimensional model of marketing culture and performance in tourism restaurants operating in Jordan. The paper introduces a model proposing certain associations between Webster’s (1990) marketing culture dimensions and attempts to underline how such associations affect restaurants’ performance.

A structured and self-administered survey was used, targeting managers and employees of tourism restaurants operating in Jordan. A sample of 334 tourism restaurants’ managers and employees were involved in the survey. A series of exploratory and confirmatory factor analyses were used to assess the research constructs dimensions, unidimensionality, validity and composite reliability. Structural path model analysis was also used to test the hypothesised interrelationships of the research model.

The empirical findings indicate that the marketing culture dimensions are seven rather than six, as proposed by Webster’s (1990) original model: service quality, interpersonal relationships, management–front-line interaction, selling task, organisation, internal communication and innovativeness. “Organisation” had positively and significantly affected “interpersonal relationships”. “Interpersonal relationships” had positively and significantly affected each of “management–front-line interaction”, “selling task” and “internal communications”. On the other hand, each of “management–front-line interaction”, “selling task” and “internal communications” had positively and significantly affected “innovativeness”. However, “innovativeness” itself had positively and significantly affected each of “service quality” and restaurant performance. Finally, “service quality” had positively and significantly affected restaurants’ performance.

Only seven dimensions of marketing culture were examined; meanwhile, there could also be other dimensions that affect restaurants’ performance. This paper has also examined the effect of a multidimensional model of marketing culture on restaurants’ financial performance only; the use of other types of non-financial measures could yield different results. The fact that paper’s sample consisted only of Jordanian restaurants further limits its generalisation potential.

The paper reinforces the importance of sound marketing culture to Jordanian tourism restaurants. It further underlines the importance of several marketing culture dimensions, particularly those related to employees’ selection, development and communication. Further, the paper emphasises the particular importance of front-office employees to the success of Jordanian restaurants. Tourism restaurants’ managers and executives can benefit from such findings for designing their marketing culture strategies to achieve long-term performance objectives.

This paper represents the first empirical attempt to examine the interrelationships between marketing culture dimensions introduced by Webster (1990). Accordingly, it should shed more light on the dynamics of marketing culture within service organisations, and how such dynamics affect organisations’ performance. Further, the paper is the first of its kind to study marketing culture dynamics in the context of Jordanian tourism restaurants industry. International tourism restaurants planning to expand their operations in Jordan’s tourism industry have now valuable empirical evidence concerning the marketing culture dimensions and their effect on performance.

In the Eighties, U.S. business learned important new skills for identifying and satisfying external customers. Inevitably, this experience led to a recognition that the needs of internal work processes and internal customers were critical to external service delivery. The Conference Board and the Hay Group's conferences “Satisfying Internal Customers” held in New York and recently in San Diego, explored how enhancements in internal systems, processes, and activities can support improved external customer service. The presentations offered different perspectives on how companies manage the relationship between internal and external customer service. For example, some innovative companies focus on one internal customer relationship or core process, while others recognize numerous internal customer relationships and core processes to which each department or function must respond.

Internal marketing in itself is not new, but is only recently becoming widespread in public and private sector organisations. Whilst the principles of internal and external marketing are the same, there are some differences – in targeting, politics, incentives, skills, motivation and interpersonal factors. Case examples are drawn on, from financial services, outplacement and management consultancy.

This study aims to explore the changing nature of the inside sales role and the individual capabilities required for success. Additionally, it examines the influence of organizational structure on inside sales force capabilities. Although business-to-business firms are investing heavily in inside sales forces, academic research lags behind this evolution.

Using a two-study qualitative approach, the authors examine contemporary inside sales forces’ responsibilities and operational configurations. Study 1 uses a cross-industry sample of sales leaders and professionals to examine roles and responsibilities. Study 2 used the second sample of sales leaders and professionals to explore the impact of various organizational configurations.

The study identifies important differences between inside and outside salespeople in terms of job demands and resources; inside salespeople’s greater reliance on sales technology and analytics than outside counterparts; and existing control systems’ failure to provide resources and incentives to match with inside salespeople’s increasing strategic benefits and job demands. The study also explores four distinct inside–outside configurations. The differences among these configurations help to explain the distinct benefits and costs of each configuration regarding the company, customer and intra sales force processes, which, in turn, determine inside salespeople’s strategic benefits and job demands.

The authors discuss the theoretical implications of these findings for research on the evolving roles and capabilities of the inside sales force; antecedents and consequences of firms’ choice of inside–outside sales force configurations; and the impact of technology and the inside sales force. They propose a research agenda that includes a series of specific future research questions.

This study informs managers of the unique role of the inside sales force and how it differs from their outside counterpart. The results inform managers of the issues inherent to various inside sales configurations, helping them determine, which configuration best addresses their customers’ needs.

This research provides a detailed, updated account of the differences between inside and outside sales forces and the benefits/costs of major inside–outside sales force configurations. Drawing from job demands-resources, organizational structure and strategy-context fit theories, the authors develop research propositions about the underlying structural differences of inside-outside sales force configurations; how these differences drive the inside sales force’s increasing strategic benefits and job demands; and organizational choice of inside sales force configurations. A research agenda is then presented.

This study aims to develop and test a process model of the effect of social media use by business-to-business (B2B) salespeople on their value cocreation and cross/upselling performance. Adopting a research acquisition perspective, the authors claim that salesperson’s social media use is critical for generating social capital – an operant resource characterized by superior market knowledge, reputation and networking – which, in turn, directly and synergistically enhances value cocreation and cross/upselling outcomes.

A model is developed based on extant sales research on salesperson’s social media use and social capital theory. Data from B2B salespeople is analyzed using structural equation modeling to test the proposed hypotheses.

The results demonstrate that salespeople’s social media use enhances their social capital with support for direct effects on market knowledge and reputation, and indirect effect on networking. The results also show that the three aspects of social capital drive value cocreation, which enhances cross/upselling performance. Post hoc analysis shows the indirect effects of salesperson’s social media use as well as the interconnected effects of the aspects of social capital on value cocreation.

The study indicates that salespeople should be encouraged to use social media as a means for enhancing market knowledge and reputation, which can then be leveraged to build networking skills. Providing training to salespeople and coaching them on how to build their social capital is essential if organizations need to capitalize on novel ways to improve the value cocreation performance of their sales teams.

This study demonstrates how salespeople’s social media use can enhance their social capital, which, in turn, is critical for value cocreation and cross/upselling performance. The proposed framework opens opportunities for future studies to examine the role of salesperson social capital and value cocreation in B2B exchanges.

The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations.

The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation.

In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated.

The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

Despite technological advances banking still concerns people. Frontline personnel form a critical means of competition in the marketplace and motivating them is a key task. Internal marketing provides the framework for such activities. Data gathered and analysed prior to and after the implementaton of an internal marketing programme confirms that it does impact on the quality of the service provided, recognising the value of communication in informing and motivating staff and creating positive attitudes and a sense of belonging. Apart from size there is little to differentiate banks from one another as all carry a similar range of services and charge similar rates. The bank that shows its superiority in the customer contact area should have a competitive tool and a means of successfully differentiating itself from competitors.