A Social Learning Perspective on Sales Technology Usage: Preliminary Evidence from an Emerging Economy

Drawing on social learning theory, we examine how the perceived technological savvy of a salesperson's manager, coworkers, and competitors affects sales technology usage behavior. Data were drawn from a major retail bank in Nigeria, Africa. Analyses of data from relationship managers confirm pr...

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Veröffentlicht in:The Journal of personal selling & sales management 2010-04, Vol.30 (2), p.131-142
Hauptverfasser: Onyemah, Vincent, Swain, Scott D., Hanna, Richard
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container_title The Journal of personal selling & sales management
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creator Onyemah, Vincent
Swain, Scott D.
Hanna, Richard
description Drawing on social learning theory, we examine how the perceived technological savvy of a salesperson's manager, coworkers, and competitors affects sales technology usage behavior. Data were drawn from a major retail bank in Nigeria, Africa. Analyses of data from relationship managers confirm predictions that while perceived coworker savvy directly influences technology usage, the influence of managers' and competitors' perceived savvy is mediated. Perceived manager savvy influences usage by increasing feelings of monitoring and the level of perceived coworker savvy. Similarly, perceived competitor savvy influences usage by increasing perceived manager and coworker savvy. We also confirm that usage of sales technology has a positive influence on salesperson performance.
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source Business Source Complete; JSTOR Archive Collection A-Z Listing
subjects Environmental technology
Information technology
Marketing
Observational learning
Personal selling
Sales management
Sales personnel
Salespeople
Social learning theory
Social sciences
Statistical variance
Studies
Technology
Training
title A Social Learning Perspective on Sales Technology Usage: Preliminary Evidence from an Emerging Economy
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