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Using career construction theory, the authors empirically examine the mechanism by which career adaptability promotes employee subjective career success (career satisfaction and career commitment) through job crafting.

A moderated mediation model is tested using survey data from 324 full-time business professionals in France. Hypotheses are tested using structural equation modeling (SEM).

he authors found that job crafting mediated the relationship between career adaptability and subjective career success (career satisfaction and career commitment). The positive effect of career adaptability on job crafting was greater under higher levels of lone wolf personality and positive perfectionism, as was the indirect effect of career adaptability on subjective career success via job crafting.

data are cross-sectional in nature. Robust theoretical contentions and affective means of identifying common method variance (CMV) are addressed and evaluated.

High levels of career adaptability may be a useful strategy for promoting employee job crafting and subjective career success. In addition, individuals with lone wolf personality and positive perfectionism should be given opportunities to craft their jobs in the workplace.

This research confirms a moderated mediation model positioning job crafting as a mediator of career adaptability's effects on employee subjective career success and lone wolf and positive perfectionism as moderators of such effects. This study suggests that job crafting and career-focused personality traits are important factors that influence the relationship between career adaptability and subjective career success.

This paper aims to present perceptions of sales executives from three countries regarding expectations for the future of the sales profession and sales position.

Results of a thematic interpretation of in‐depth interviews are presented, using several agenda‐setting articles as a foundation.

Executives struggle with how salespeople should add value, especially in today's multi‐channel environment. Greater professionalization is needed in countries where the state of the profession is less developed. Emergent strategy is practiced but not universally. Sales executives generally believe that little incremental value in technology can be gained, though it is apparent that technology is not being fully utilized. Other findings are also discussed.

Researchers should consider classifying sales research by sales strategy rather than industry or country unless those aspects are factors being studied; further, questions such as how do salespeople create value and when is human intervention in the sales process required are offered.

Executives should re‐examine sales technology, particularly in managing and transferring knowledge. Emergent strategy requires processes for identifying and transferring effective adaptation. Sales organizations must develop, at the salesperson level, greater business acumen, to be gained through training, experience or selection.

This study identifies issues and factors that will influence sales practice and should influence sales research into the future. Particularly, the study is the first to highlight the use of emergent strategy, as well as the issue of identifying and creating value.