This position paper argues that current knowledge of the determinants of motivation and performance in industrial selling is woefully inadequate. As a first step toward improving this situation, the authors offer a conceptual model which identifies a set of individual, interpersonal, organizational, and environmental variables that may influence a salesman's motivation and job performance. The model incorporates many constructs and research findings from industrial psychology and other disciplines, but its primary purpose is to provide a conceptual framework and some specific hypotheses to help guide future empirical research in sales management.
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