Organizational Size and Salesforce Evaluation Practices
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Abstract
This study examines the relationship between organizational size and salesforce evaluation practices of two hundred and sixteen industrial goods organizations. Eight propositions derived from the organizational behaviour and economics literature were tested. The results demonstrate that some managerial activities change in a manner which is consistent with organizational theory. Large organizations use a wider range of quantitative criteria, use more formalized methods of evaluation, and make greater use of pre-determined performance standards than small organizations. The results suggest that attempts to determine theories of sales management practice should include organizational size as a candidate explanatory variable.