This study utilizes historical data to explore the effects of sales management succession, the characteristics of the successor, and type of succession on post-succession performance of an industrial sales organisation while controlling for pre-succession performance and economic conditions. Three theoretical positions were contrasted: (1) that a change in a sales manager will lead to a decline in a performance, (2) that such a change will lead to an increase in sales performance, and (3) that the change will have no impact on performance. The results demonstrated a positive effect due to succession, thus supporting the commonsense notion that a sales management change leads to improved performance. There was also some support for the proposition that experience and ability may mediate the succession effect. © 1993 Taylor & Francis Group, LLC.
CITATION STYLE
Armstrong, R. W., Pecotich, A., & Mills, B. (1993). Does the sales manager make a difference? The impact of sales management succession upon departmental performance. Journal of Personal Selling and Sales Management, 13(4), 15–24. https://doi.org/10.1080/08853134.1993.10753964
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