Cet article propose une synthèse critique sur le système de contrôle de la force de vente. Sur la base des recherches antérieures, un modèle intégrateur des antécédents et des conséquences du système de contrôle est proposé. La revue de littérature révèle de nombreuses lacunes théoriques et empiriques. Principalement, l’ambiguïté de la relation entre le contrôle des commerciaux et celui du personnel marketing, l’absence de consensus sur les critères de choix d’un type de contrôle approprié, et des résultats contradictoires de l’influence du système de contrôle. Trois pistes de recherche prioritaires sont suggérées : l’éclaircissement de la relation entre le système de contrôle de la force de vente et celui du personnel marketing, la considération de théorie basée sur les ressources comme base théorique pour le choix d’un type de contrôle, et l’identification de certaines variables modératrices et médiatrices qui peuvent expliquer l’origine des conséquences équivoques du système de contrôle. Ces variables sont la culture et la satisfaction du superviseur par rapport au territoire.
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