A Configuration-Theory Assessment of How Incongruity in Sales Force Control Systems Drives Salesperson Performance

Abstract

This study draws on configuration theory conceptualizations and methodologies to propose a new construct —incongruity in a sales force management control system—and develop and test an index of it. Analysis of archival and survey data from 2532 salespeople in 38 companies on 5 continents reveals that the lack of co-alignment (incongruity) of the constitutive elements of sales force control systems is associated with inferior performance on objective, customer-generated performance measures. Using the Varying Parameter Methodology, results indicate that a salesperson's tenure in the organization moderates this relationship. Two mechanisms (misdirection of effort and de-motivation) are shown to underlie, in complementary fashion, the negative impact of incongruity on customer-generated individual performance. Multiple implications for management and for future research are presented.