The role of self-regulatory mode on acquisition–retention ambidexterity

Purpose The purpose of this study is to develop a theoretical model that posits locomotion-assessment ambidextrous orientation as predictor of salesperson acquisition–retention ambidexterity, which as a consequence increases sales. The authors drawing on regulatory focus theory and self-regulatory for this propose. Design/methodology/approach Salespeople involved in the study represent different firms selling a wide variety of food and household products to a wholesaler, which resells them to supermarket chains. The authors collected data from 231 industrial salespeople. Findings First, salesperson assessment focus amplified locomotion’s effect on acquisition–retention ambidexterity. Second, salespeople increased their performance by implementing an acquisition–retention ambidextrous orientation that balances prospecting for new customers and growing existing customers. Third, findings revealed a mediating effect of ambidextrous orientation on the relationship between regulatory mode and sales performance. Finally, outcomes supported the conditional moderated-mediated effect of regulatory mode in explaining performance through ambidextrous orientation. Practical implications Results suggest that salespeople need to equalize their dual orientations in a complementary way to elaborate their selling strategies according to each customer. For example, in an unbalanced orientation, putting high levels of assessment into a sales encounter can reduce the effective and efficient use of time in interacting with customers. Originality/value The authors further illustrate the importance of using both locomotion and assessment in attaining sales goals (Pierro et al. 2013). This synergistic effect is known as the complementary hypothesis (Pierro et al., 2006a, 2006b). Each dimension complements the other and has a moderated-mediated effect on performance through acquisition–retention ambidexterity.

Organization in Actual Episodes of Work: Harvey Sacks and Organization Studies

This paper explores the relevance of Harvey Sacks' work for contemporary organization studies. Sacks encourages analysts to tether their studies to real-time workplace activities; ordinary scenes of work are recorded, slowed down and made the central object of study. Something of Sacks' analytic mentality and style are illustrated through the analysis of two data extracts: an emergency 999 call and a face-to-face sales encounter. A distinctive way of doing organizational analysis is discussed that foregrounds knowledgeability and agency via the examination of sequence and method. Sacks raises the possibility that organization might be recoverable from the fine-grained detail of actual episodes. The idea that order, intelligibility and the constitution of social scenes might have a basis aside from the more general notion of discourse is discussed.