#4929. Salespersons self-monitoring, psychological capital and sales performance

July 2026publication date
Proposal available till 02-06-2025
4 total number of authors per manuscript0 $

The title of the journal is available only for the authors who have already paid for
Journal’s subject area:
Business and International Management;
Strategy and Management;
Marketing;
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Abstract:
Drawing on conservation of resources (COR) theory and the motivation-opportunity-ability (MOA) framework, this study examines how salespersons self-monitoring and psychological capital influence sales performance. This study uses survey data from 293 salespersons and their archival sales performance to test the hypotheses posited. The results show that both salespersons self-monitoring and psychological capital enhance sales performance via adaptive selling. This paper extends the literature on sales force management, which examines various psychological traits and their influences on sales performance. Furthermore, it explores how these psychological traits impact salespersons ability development (i.e. adaptive selling) and capital accumulation (i.e., family-based social capital and customer-based social capital), which, in turn, affect sales performance. The present research is also beneficial for employee psychological health management, as it seeks to illuminate the role of psychological traits, ability development and capital accumulation. It offers insights into sociological research on social capital by categorizing it into family-based and customer-based capital. Specifically, this study examines the interplay between self-monitoring and psychological capital from the perspective of resources conservation theory.
Keywords:
Adaptive selling; Psychological capital; Sales performance; Self-monitoring; Social capital

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