The Sales Manager As a Boundary Spanner: A Role Theory Analysis

Abstract

AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.