Unleashing the mechanism among salesforce control system, salesforce ambidexterity, and emotional exhaustion to enhance the competitive advantage of organizations.

The service-sales interaction should be aligned within and outside the organization, but many companies are not harvesting the benefits of this technique. In line with the conservation of resources (COR) theory, the current research investigates the impact of the salesforce control system on salesforce ambidexterity (service and sales interface), which eventually leads to emotional exhaustion service-related performance outcomes. We assess the proposed model using cross-sectional data of 321 Pakistani salespeople from B2B organizations and employ structural equation modeling for data analysis purposes. First, the study results show that behavior-based control has an inverse influence on salesforce ambidexterity. On the other hand, outcome-based control is positively associated with salesforce ambidexterity. In addition, salesforce ambidexterity is positively linked with emotional exhaustion. However, emotional exhaustion has a negative impact on both service innovation implementation and service recovery performance. Finally, the results demonstrate the significant and positive moderating influence of self-efficacy and customer demandingness between exogenous and endogenous constructs. The study is particularly important to B2B sales organizations struggling with the difficulties of salesforce ambidexterity and how they control their sales representatives.

Introduction

In light of the highly diversified nature of the market, customer service has always been fundamental to both the service and industrial sectors (Hammami et al., 2020). The B2B market may share certain aspects with consumer markets, such as planning and resource investment. Still, it differs from them in terms of customer expectations, purchase cycles, and complexities (Itani et al., 2017; Lin et al., 2020; Oflac et al., 2021). Furthermore, the B2B service process is typically more complex than its B2C counterpart since it usually involves more stakeholders (Oliveira and Roth, 2012). As B2B relationships are generally more relational (Coviello and Brodie, 2001), maintaining professional relationships after failures is of special significance. From a business perspective, continuing to serve B2B customers even after failure can significantly increase revenues since B2B customers tend to make larger purchases than consumers (Hübner et al., 2018).

According to the latest research, salesforce ambidexterity is presented as a new type of ambidexterity that can determine salespeople’s service-related performance outcomes (Ahmad et al., 2021b, 2022a). In this study, salespeople are classified into two categories of ambidextrous roles: service and sales. The salesperson’s service activities include responding to complaints and satisfying unhappy customers. In contrast, a salesperson’s sales activities are those that salespeople utilize to introduce their products and services, acquire new customers, and maintain relationships with existing customers (da Silva Faia and Vieira, 2017). Several studies have shown that work-related factors significantly impact employe ambidexterity from both positive and negative perspectives (Gabler et al., 2017). Previous scholars indicate that the salesforce control system is one of the work-related factors (da Silva Faia and Vieira, 2017; Shin et al., 2021). Despite its importance in current marketing literature, the supervisory control perspective has persistently failed to investigate the simultaneous examination of ambidextrous components such as cross-selling and service provision in marketing literature. Thus, we tested and developed a framework based on the calls made by Sok et al.’s (2016) to examine the effect of a sales manager’s control system on ambidextrous behaviors.

The present study draws on the COR theory (Hobfoll et al., 2018) to suggest that dealing with job demands (e.g., ambidextrous behavior) that exceed resources may negatively affect the emotional stability and stress tolerance of a salesperson. Additionally, Rapp et al. (2019) also stated that ambidextrous activities would result in extensive mental exhaustion among individual salespeople. In this research, we focus on task-related factors for assessing the causes and consequences of emotional exhaustion. The antecedents include ambidexterity in the salesforce, whereas the consequences include implementing salesforce innovation and service recovery performance. In the literature on service management, ambidextrous behavior and task-related social stressors are often overlooked, yet they are important. Due to the inherent nature of the service sector, many salespeople tend to exhaust their psychological resources because of conflicting situations in their jobs (e.g., the implementation of cross-selling and service provision simultaneously). The salespeople are actively involved in implementing and maintaining the marketing concept. Their actions and behaviors toward customers give consumers a positive perception of service quality (Ahmad and Akbar, 2021), which improves salespeople’s performance. Nevertheless, frontline employes’ emotional exhaustion (EME) leads to reduced job performance (Lussier et al., 2021). It prevents service recovery and innovation implementation, which is caused by high conflicting demands (e.g., salesforce ambidexterity).

Moreover, we consider self-efficacy as a belief by a salesperson that one is confident in handling sales and service-related tasks successfully (e.g., salesperson ambidexterity) and has the cognitive skills to develop strategies to cope with challenging situations. (Fu et al., 2010; Giovannetti et al., 2020). It has been demonstrated that salespeople with high self-efficacy can better achieve service and sales-oriented tasks simultaneously than their coworkers with low self-efficacy, and they are also less likely to be controlled by their sales managers. As a result, salespersons with low self-efficacy require greater support and supervision from their managers (Ruyter et al., 2020; Vieira et al., 2022), especially in terms of OBC. Therefore, we have investigated how salesforce control systems interact with the salesperson’s self-efficacy to influence salesforce ambidexterity. Further, it is a fact that customers do not pay much attention to sales personnel’s needs because customer-salesperson relationships are unbalanced; however, sales representatives are expected to provide their clients with high levels of satisfaction. Several researchers have argued that serving demanding customers strains salespeople due to increased workloads and exhaustion, resulting in reduced service-related performance (Jaramillo and Mulki, 2008; Jaramillo et al., 2013). The research suggests that customer demandingness has an adverse moderation effect on the connection between emotional exhaustion and service-related performance outcomes (e.g., service recovery and innovation performance).

The present study makes a number of contributions to the literature. First, it is important to note that while the literature on service management is abundant (Ingram et al., 2013; Jaramillo et al., 2015), our research contributes to the body of knowledge on service management by incorporating the simultaneous implementation of ambidextrous behavior under the salesforce control system in B2B industries. Second, by applying the conservation of resources (COR) theory, we explain why salespeople who have limited resources (e.g., energy or time) may suffer from emotional exhaustion by performing multiple activities at the same time (e.g., ambidextrous behaviors). In the literature on psychology and stress, ambidexterity has been examined from numerous perspectives. We argue that the present study is the first in literature that considers both salesforce ambidexterity and emotional exhaustion, thereby advancing the discipline of sales and psychology research. Finally, this research contributes to the existing literature by exploring the moderating role of salesforce self-efficacy and customer demandingness in the relationship between antecedents and consequences. The inverse association between customer demandingness and performance outcomes has rarely been investigated. In the same vein, we suggest that a high level of customer demand is a crucial factor affecting service recovery and innovation implementation.

Theoretical background and hypotheses formulation

It is argued that people seek to attain, protect, and retain their resources (Hobfoll, 1989). A resource can be defined as an object, a characteristic, a condition, or energy valued by the individual (Halbesleben, 2006; Hobfoll et al., 2018). The value of resources can be perceived individually, for example when the individual is in possession of certain conditions, such as tenure. Nonetheless, resources can also be valued because they offer the opportunity for individuals to acquire more desirable resources (e.g., investing time and energy to gain tenure). In terms of resource expenditures, individuals commonly think long-term since they tend to invest resources in the short term to produce more effective outcomes in the long run (Hobfoll, 1998). The primacy of resource loss is a major principle of COR theory, which specifies that “individuals losing resources are psychologically more damaged than those who gain those resources” (Halbesleben et al., 2014). In response to these psychological stressors, individuals feel emotional exhaustion, which prompts them to take action to protect what they have left, such as leaving their current situation.

Despite the fact that most resources can be determined objectively, each individual’s value is significantly affected by their abilities and experiences (Hobfoll and Shirom, 2001). Hence, although the salesforce control system serves as a significant source of resources, the extent to which salesforce control is valued and exerts influences is tied to their followers’ attitudes, such as service-sales ambidexterity and recovering from service failures. Similarly, a service-oriented organization provides opportunities for customer-facing salespeople to acquire and retain resources yet, on the other hand, the nature of their work exposes them to stress, which poses a risk of losing these resources (Sliter et al., 2012; Han et al., 2016). Because customers demand exceptional service delivery and satisfaction from salespeople, they must comply with the company’s policies, maintain emotional control, and behave professionally at all times. As a result of these demands alone, employes may experience some emotional exhaustion, while interaction with rude or disrespectful customers increases their workload, which may impact their overall service performance (Chu et al., 2012; Ahmad and Akbar, 2020).

Salesforce control system and salesforce ambidexterity

The salesforce control system has a major impact on salesforce performance. Anderson and Oliver (1987) define salesforce control systems as consisting of the following components: controlling, leading, motivating, and rewarding salespeople. In examining each of these components individually, it becomes apparent how important it is for the performance of both salespeople and sales organizations. A sales force control system can be classified as BBC or OBC; therefore, it is essential to differentiate between the two types of controls. In the BBC, salespeople are evaluated and compensated based on their aptitude, product knowledge, number of attempts, and sales strategies (Anderson and Oliver, 1987; Inyang and Jaramillo, 2019). An OBC system entails less managerial monitoring, less managerial direction for salespeople, and objective measures of sales representative performance for both appraisal and compensation (Oliver and Anderson, 1994).

The BBC can monitor and track day-to-day operations and daily activities (Barker, 2015). Therefore, salespeople might be restrained from using ambidextrous behaviors by limiting their activities. Although sales representatives are usually very good at performing their routine duties (e.g., satisfying customers’ needs efficiently and effectively), BBC may prevent them from implementing cross/up-selling abilities above and beyond their job duties; in other words, from engaging in service-sales ambidextrous behavior. Under a BBC system, sales staff directly interacting with customers encounter great challenges in combining their efforts in selling and service-related tasks simultaneously. It has been previously demonstrated that salesforce ambidexterity enhances overall organizational performance (Ahmad et al., 2021b; Zheng et al., 2021). However, complex environments make ambidexterity more challenging. In our view, the effects of the BBC on ambidexterity should be considered especially relevant because it regulates salespeople’s behavior, which ultimately limits their ability to work independently (da Silva Faia and Vieira, 2017).

In contrast, Yu et al. (2013) made a scientifically sound argument that the degree of authority and responsibility given to salespeople in making decisions about managing their services and sales activities (empowering them) positively influences ambidextrous behavior. In our opinion, outcome-based (vs. behavior-based) control systems increase salespeople’s ambidextrous behavior because they allow salespeople to make the right decisions to ensure that customers are completely satisfied (Hartline and Ferrell, 1996; da Silva Faia and Vieira, 2017). Therefore, we predict the level of ambidextrous behavior of selling staff is higher when using an OBC system, which encourages adaptability, freedom, and fewer restrictions on day-to-day tasks. As a result, we propose the following hypothesis

BBC will have a negative impact on salesforce ambidexterity

OBC will have a positive impact on salesforce ambidexterity

Salesforce ambidexterity and emotional exhaustion

An increasing number of scholars are interested in sales and corporate behavior when it comes to emotional exhaustion (Lussier et al., 2021). This is mainly due to the negative effects of emotional exhaustion on salespeople and organizations (Edmondson et al., 2019). “The term “emotional exhaustion” describes “being tired as a result of overworking” (Maslach and Jackson, 1981, p. 101).” Physical and emotional fatigue occurs when an employe feels emotionally and psychologically exhausted (López-Cabarcos et al., 2019; Ahmad et al., 2021a). The COR theory proposes that stress (e.g., dealing with excessive workloads) can reduce an individual’s available energy (e.g., self-confidence, happiness, time). If resources are missing, it will negatively affect the performance of the sales representatives.

Ambidexterity scholars highlight that it is essential to create a context for successful implementation that facilitates salesforce ambidexterity (Yu et al., 2013; Shiue et al., 2021). It is fundamentally problematic to have multiple management approaches (e.g., if you’re bent on selling, you’ll miss your target for service, and vice versa). Moreover, a misalignment may have a detrimental effect on individual salesperson outcomes. The experience of job demands (e.g., ambidextrous behavior) that exceed resources may negatively affect a salesperson’s emotional stability (Gabler et al., 2017). Additionally, Rapp et al. (2019) also state that ambidextrous activities would result in substantial mental and emotional exhaustion at the individual salesperson level. Also, salespeople with limited conservative resources (e.g., time or energy) are more likely to experience emotional exhaustion if they perform many different behaviors simultaneously (e.g., ambidextrous behaviors and unrelated sales activities) (Halbesleben et al., 2014; Agnihotri et al., 2017). Accordingly, we suggest the following hypothesis based on the above argument.

Salesforce ambidexterity will have a positive impact on emotional exhaustion

Emotional exhaustion and salesforce innovation implementation

An important aspect of service innovation implementation is ensuring salespeople can use innovation appropriately and faithfully (Singh et al., 2020). An innovation process is a link between the decision to implement a novel strategy and the monotonous processes in which it is implemented (Yeh, 2015; Singh et al., 2020). The application requires users from different groups, such as salespeople from other areas and customers. In order to successfully implement an innovation, there must be a sense of belief, trust, and commitment from all salespeople involved (Bashir et al., 2012; Karlsson and Skålén, 2015; Kim et al., 2021). Service innovation is a concept that can help create new attitudes and skills for improving service delivery by using the process of value addition and transformation (Horng et al., 2018; Bari et al., 2019). Service innovation is differentiated from traditional innovation features as it involves process innovations, marketing strategies, and enhancing customer value (Tajeddini et al., 2020).

In recent years, organizations have been concerned about the increasing impact of work-related stress and emotional exhaustion on salesforce innovative performance and productivity. Organizations can lose or earn a significant amount of income based on even a small variation in work-related stress and innovation performance (Abbas and Raja, 2015). Despite several studies that explain the impact of emotional exhaustion on productivity or performance, few studies have assessed the effect of emotional exhaustion on service innovation implementation amongst salespeople. Based on the cognitive resources theory, Vecchio (1990) argues that “emotional stress is likely to reduce innovativeness, as it exhausts too severely the limited cognitive resources required for innovation.” Van Dyne et al. (2002) empirical study also found that work-related stress has a significant negative relationship with employe innovation. According to the COR model (Hobfoll, 1989), salespeople may become stressed due to loss of resources or insufficient return on their efforts. This stress often causes salespeople to feel emotional exhaustion, resulting in a lower level of salesperson innovativeness. Accordingly, we suggest the following hypothesis based on the above argument.

Emotional exhaustion will have a negative impact on salesforce innovation implementation

Emotional exhaustion and service recovery performance

When a service fails to meet a client’s expectations, it is referred to as a service failure (Riaz and Khan, 2016). The majority of service failures result from misaligned expectations and perceptions of services (Parasuraman et al., 1991). There is a large body of literature describing B2C service failures and the literature covering B2B service failures (Keränen and Jalkala, 2013; Oflac et al., 2021). When a service failure occurs, the recovery process begins. The term “service recovery” refers to all the actions a company has to take in order to restore a dissatisfied customer to a satisfactory level using the appropriate tools (Liao, 2007; Muhammad and Gul-e-Rana, 2019). Service recovery involves correcting problems and changing the attitudes of dissatisfied customers so that they are maintained (Ahmad et al., 2021c). In a B2B context, examining service failures is vital since the resources and processes of both the service provider and the customer are interconnected (Baliga et al., 2020; Ahmad et al., 2022b).

We argue that frontline salespeople’s emotional exhaustion at work negatively affects their recovery from a service failure, in line with Koeske and Koeske (1993) stress-strain outcome (SSO) framework. Under these circumstances, the COR theory can provide valuable guidelines. This theory implies that it is stressful for salespeople to feel they are at risk of resource loss, experience actual resource loss, or receive inadequate returns on their investments in supplemental resources (Hobfoll, 2001). When employes’ emotional resources have been exhausted, they may no longer be able to successfully perform their duties (Solat et al., 2020). Numerous empirical studies have been conducted on the adverse influence of emotional exhaustion on job performance.

Nevertheless, there is little information available about the negative impact of emotional exhaustion on the service recovery performance of frontline salespeople. As an example, Skaalvik (2020) reported that the performance of hospital employes was compromised by emotional exhaustion. When employes spend considerable resources dealing with social stressors associated with customers, they become emotionally exhausted and have no remaining emotional energy to perform their jobs successfully. Accordingly, we suggest the following hypothesis based on the above argument (see Figure 1).

FIGURE 1

Conceptual framework.

Emotional exhaustion will have a negative impact on service recovery performance

Moderating role of salesperson self-efficacy

Moreover, we investigate the influence of salesperson self-efficacy on the linkage between salesforce control mechanisms and salesforce ambidexterity. As a concept, self-efficacy relates to the degree to which individuals believe that they are competent to achieve success in a particular field (Vieira et al., 2022). It provides an overall assessment of one’s capabilities in performing a specific activity.

In the context of the present research, we consider self-efficacy to be a salesperson’s belief that they can perform sales and service-related tasks successfully (e.g., salesperson ambidexterity) and have cognitive skills to deal with challenges (Fu et al., 2010; Giovannetti et al., 2020). Due to the belief that salespeople can successfully implement a specific sales strategy (Brown et al., 2005), they are unlikely to encounter BBCs. They could ask the manager to grant them more freedom in their work environment (Brown et al., 2005). In other words, salespeople who possess a high level of self-efficacy achieve additional from their efforts than salespeople with lower self-efficacious. Because they are confident in their abilities, they are unlikely to be controlled by their sales manager. In comparison with salespersons with low and high levels of self-efficacy, individuals with high self-efficacy will concurrently practice more sales and service activities because they are highly confident in their abilities to meet their objectives (Ruyter et al., 2020; Vieira et al., 2022).

It has been suggested by Yu et al. (2015) that self-efficacy plays a significant role in promoting salesforce ambidexterity. Self-efficacy enables various aspects of the organization, such as customer service and sales orientation, to be achieved simultaneously. A salesperson with a low level of self-efficacy requires higher levels of support from their manager, especially in the form of OBC. A sales manager may implement the OBC approach when a salesperson’s capabilities, productivity, and targets are weak because this approach relies heavily on rewards and incentives to support performance (Oliver and Anderson, 1994). In previous research, when managers realized that salespeople can handle their specific tasks with confidence, they began utilizing salesforce control systems that relied exclusively on performance outcomes (i.e., compensation and incentives). Sales managers should establish more OBC in order to produce higher levels of salesforce ambidexterity. For example, a high level of OBC in combination with a high self-efficacious behavior is an approach for facilitating the simultaneous implementation of sales and service activities. Accordingly, we suggest the following hypothesis based on the above argument.

Salesperson self-efficacy moderates the relationship between OBC and salesforce ambidexterity such that the connection is stronger (weak) when self-efficacy is high.

Salesperson self-efficacy moderates the relationship between BBC and salesforce ambidexterity such that the connection is stronger (weak) when self-efficacy is high.

Moderating the role of customer demandingness

Customer has begun to expect more from businesses and their sales representatives over the past decade (Banin et al., 2016). As a result of these changes, salespeople are now expected to possess an extensive skill set for value propositions and problem-solving situations (Satti et al., 2019). We contend that customer demandingness negatively influences the relationship between emotional exhaustion and salesforce-related performance outcomes.

According to Jaramillo et al. (2013), meeting customer requirements increases stressful job demands. Due to the unbalanced nature of customer-salesperson relationships, customers do not give much consideration to a salesperson’s needs; however, salespeople are expected to provide their customers with high satisfaction levels. It has been argued by Jaramillo and Mulki (2008) that serving demanding customers places additional burdens on salespeople in terms of increased workload and exhaustion, which ultimately leads to a lower level of service-related performance outcomes (e.g., service innovation implementation and service recovery performance). As per the COR theory, when employes have exhausted their emotional resources, they can no longer be productive in terms of service recovery and innovation implementation. Several scientific investigations have been conducted on the detrimental impact of emotional exhaustion on service-related performance outcomes. Based on the cognitive resources theory, Vecchio (1990) argues that “emotional stress has the potential to reduce innovativeness because it exhausts too severely the limited cognitive resources required for innovation. Despite this, salespeople are often placed under high demands that can be challenging and stressful. There is evidence that challenges lead to desirable work outcomes. Despite this, challenge stress is still a stressful event for an individual, which may lead to a lower level of service recovery and innovation performance. Hence, based on these arguments, we postulate that a high level of customer demand, as well as emotional exhaustion, is a major factor affecting the effectiveness of the service recovery and innovation implementation and formulate the subsequent hypothesis.”

Customer demandingness adversely moderates the impact of emotional exhaustion on salesforce innovation implementation when it is high (vs. low).

Customer demandingness adversely moderates the impact of emotional exhaustion on service recovery performance when it is high (vs. low).

Research methodology

Data collection and sampling

In order to reach our research objective, we chose to study business-to-business salespeople who work in Pakistan’s industrial goods market. The percentage of salespeople is unknown, and obtaining a random sample is inherently tricky. For this study, convenience sampling was used, emphasizing participants’ availability rather than probability sampling. We selected companies involved in B2B sales from a broad range of industries, such as pharmaceuticals, wholesale, banking, telecommunications, and information technology. A hierarchy-based approach was evident in the studied sales organizations. We focused our analysis on companies with salespeople who worked under the supervision of their sales managers.

An online survey was conducted among B2B salespeople to evaluate our conceptual model. To gather relevant information about their sales departments, we contacted 66 sales organizations. The questionnaires were distributed following meetings with each sales department and approval from each sales department between their regular sales meetings. There were instructions provided to the survey respondents, advising them that each survey question should be viewed in light of their interaction with their managers and customers. We gathered the information over a period of 4 months, from August to November 2021. In addition to the 481 distributed questionnaires, we received 366 completed questionnaires following the completion of the survey, which was the expected sample size. However, 45 questionnaires were discarded because of incomplete or indifferent responses. Ultimately, 321 responses were utilized for the analysis, resulting in a response rate of 66.7%. Respondents had an average of 1 to 5 years of sales experience, were 74% male, and varied in age between 20 and 46 years old. Respondents worked for companies operating within the following industries: 27% pharmaceutical services, 26% telecommunication, 32% banking, and 15% technology (See Table 1).

TABLE 1

Sample characteristics.

Respondents profile	Frequency	Percentage
Gender
Male	236	74%
Female	85	26%
20–25	92	29%
26–30	66	21%
31–35	75	23%
Age
36–40	36	11%
41–45	43	13%
46 + years	9	3%
Pharmaceuticals	88	27%
Banking	102	32%
Industry representation
Telecommunication	84	26%
Information technology	47	15%
Less than 1 year	21	7%
1–5 years	153	48%
Sales experience
6–10 years	110	34%
11–15 years	16	5%
16 + years	21	7%

Measures

This study incorporated a number of multi-item measures derived from the literature and was rated on a seven-point Likert scale (1 = strongly disagree; 7 = strongly agree). There were ten sales and marketing managers who pre-tested all questions. We modified the items based on their feedback to reflect our study context. Based on the study of Ahearne et al. (2013), we developed the salesforce control system (BBC and OBC). We asked salespeople to rate how often their managers used BBC and OBC at work. There were eight items on which respondents were evaluated. As an example, “My supervisor commends me when I perform well in sales activities.” Twelve items summarize the SA, which comes from the research conducted by Jasmand et al. (2012). As an example, “I generally offer customers solutions to concerns they have with the products they currently own.” We measured SSE using five items, which were consulted from the study of Rapp et al. (2015). A sample item is, “My job is well within the scope of my abilities.” There are four items in the EME developed by Lewin and Sager (2009). An example would be, “I am emotionally drained by the pressure placed on me by my sales manager.” There are three items in the construct SII introduced by Schaarschmidt (2016). Sample items include, “I recommend service innovations to this dealership’s customers.” SRP consists of five items taken from the study of Ashill et al. (2008). An example statement is “In light of everything I do, I manage dissatisfied customers very effectively.” CD was measured using four items adapted from the study of Jaramillo et al. (2013). An example statement is “I serve customers who are very demanding when it comes to the quality and reliability of services and products.”

Data analysis and results

Model specification testing

We used the structural equation modeling (SEM) method by utilizing SmartPLS for the current research that contains multiple dependent and independent variables. Researchers can use this approach to test theoretical questions, for example, in model specifications. As PLS-SEM becomes increasingly popular, the usefulness and adaptability of the model to the study area have been demonstrated. Due to the complexity of our structural model and the need for multiple structures, the authors decided to use PLS-SEM. Initially, correlation analysis was performed to evaluate the interrelationships between variables (Irfan et al., 2020). The study confirmed meaningful correlations between the variables. The correlation between variables is shown in Table 2. The correlation values are lower than the standard value of 0.65 (Tabachnick, 1996; Heavey and Simsek, 2015), and the maximum variance inflation factor VIF (2.82) is below the threshold of 3.3 (Kock, 2015), thus proposing that the multicollinearity is not a problem.

TABLE 2

Discriminant validity.

Constructs	BBC	OBC	SA	EEX	SII	SRP	SSE	CD
BBC	0.786
OBC	0.655	0.851
SA	0.133	0.255	0.714
EEX	0.354	–0.111	0.025	0.755
SII	0.112	–0.125	0.565	–0.141	0.747
SRP	–0.218	0.345	0.111	–0.325	0.166	0.832
SSE	0.227	0.124	0.242	0.201	0.287	0.186	0.710
CD	0.123	0.311	0.116	0.523	0.145	–0.325	0.089	0.851

N = 321; BBC, behavior-based control; OBC, outcome-based control; SA, salesforce ambidexterity; EEX, emotional exhaustion; SII, salesforce innovation implementation; SRP, service recovery performance; SSE, salesforce self-efficacy; CD, customer demandingness. Bold values indicate the discriminant validity.

The square root of average variance extracted (AVE) was used to assess discriminant validity. Since the square root of AVE is significantly higher than its correlation with other variables, the results indicate discriminant validity (Irfan and Ahmad, 2022). The next step was to perform a convergent validity test using AVE and item loadings to determine how well the items are conceptually related (Irfan and Ahmad, 2021). As a result of the findings, the AVE for each variable exceeded 0.50, which indicates that the latent factors explained more than half of the variation (see Table 3). The results of standardized root mean square residual (SRMR) = 0.062; normed index fit (NIF) = 0.740 and chi-square (X2) = 837.253 shows the suitable fitness of measurement model.

TABLE 3

Factor loadings of measurements model.

Constructs	Items	SFL	VIF	α	CR	AVE
Behavior-based control (BBC)	BBC1	0.921	2.534	0.937	0.955	0.841
	BBC2	0.934	2.870
	BBC3	0.948	1.199
	BBC4	0.945	2.568
Outcome-based control (OCB)	OBC1	0.897	2.936	0.886	0.912	0.723
	OBC2	0.927	3.785
	OBC3	0.841	2.685
	OBC4	0.923	3.179
Salesforce ambidexterity (SA)	SA1	0.773	2.203	0.911	0.925	0.510
	SA2	0.763	2.647
	SA3	0.742	2.142
	SA4	0.802	2.518
	SA5	0.834	2.197
	SA6	0.825	2.869
	SA7	0.770	3.439
	SA8	0.726	2.565
	SA9	0.774	2.347
	SA10	0.772	2.244
	SA11	0.759	3.698
	SA12	0.754	2.280
Emotional exhaustion (EEX)	EEX1	0.752	1.614	0.755	0.869	0.610
	EEX2	0.905	2.974
	EEX3	0.842	2.272
	EEX4	0.831	1.870
Salesforce innovation implementation (SII)	SII1	0.729	1.843	0.841	0.882	0.559
	SII2	0.774	2.054
	SII3	0.715	1.565
Service recovery performance (SRP)	SRP1	0.867	2.915	0.898	0.918	0.692
	SRP2	0.907	3.799
	SRP3	0.860	2.807
	SRP4	0.905	3.703
	SRP5	0.924	3.608
Salesforce self-efficacy (SSE)	SSE1	0.853	2.380	0.859	0.890	0.504
	SSE2	0.837	2.050
	SSE3	0.882	2.052
	SSE4	0.821	2.140
	SSE5	0.748	2.021
Customer demandingness (CD)	CD1	0.735	1.824	0.844	0.888	0.665
	CD2	0.790	2.217
	CD3	0.815	2.418
	CD4	0.708	1.765

N = 321; SFL, standard factor loading; VIF, variance inflation factor; α, Cronbach’s alpha; CR, composite reliability; AVE, average variance extracted.

Reliability analysis

The reliability of all constructs was determined with the Cronbach-alpha method (Irfan et al., 2021a). According to the findings, the Cronbach’s coefficients for all constructs were greater than 0.70, as Nunnally (1994) recommended, proving the data’s reliability. A composite reliability estimation (CR) was conducted to examine the coherence of each variable’s items (Irfan et al., 2021b). The study reveals that the CR values are greater than the threshold value of 0.70 (Hair et al., 2017). In Table 3, we present the results.

Multicollinearity

The Variance Inflation Factor (VIF) was calculated using regression to evaluate the multicollinearity. According to Kock (2015), the VIF values should not be more than 3.3. The findings demonstrate that the model has no problems with multicollinearity because the VIF for all constructs is within the acceptable range and is consistent with the observations of Strupeit and Palm (2016). Table 3 shows the results of the study.

Common method variance

We conducted Harman’s one-factor test to assess the common method variance (CMV) (Podsakoff et al., 2003). Harman’s one-factor experiment allows all measurements to be loaded into exploratory factor analysis, assuming that a single factor is accountable for most covariance. Using stocktickerSPSS v.26, we performed a factor analysis of all indicators used in the model. The outcomes disclosed that the total variance of a common factor is 37.56%, indicating that common method bias in our research is not the main trouble. Furthermore, we adopted a Kock (2015) method in SmartPLS 3 to assess the common method variance (CMV). According to this method, if the variance of VIF is larger than 3.3, it indicates that the framework is treated with CMV. The study shows the factor level VIF value lower than the recommended threshold of 3.3 (Urbach and Ahlemann, 2010), considering the model does not have CMV.

Coefficient of determination (R2)

According to Figure 2, latent independent variables are predictive of dependent variables (R2). The R2 values suggest that behavior and OBC accounted for 18.9% of the variance in salesforce ambidexterity. Furthermore, salesforce ambidexterity contributes to 26.2% of emotional exhaustion. Based on our study’s findings, our predictive constructs can explain 32.9% (R2 = 0.329) of salesforce innovation implementation and 10.5% (R2 = 0.105) of service recovery performance. In this study, all independent variables accounted for more than 60% of the variance (Hair et al., 2011).

FIGURE 2

Results of hypotheses. **, ***Indicate the level of significant.

Effect size (f2)

Furthermore, we evaluated f2 values in accordance with Cohen (1988) (effect size, large = 0.35, medium = 0.15, and small = 0.02). According to our results, latent dependent variables are associated with large and medium effect sizes with f2 = 0.251, f2 = 0.119, f2 = 0.221 and f2 = 0.449, respectively (see Figure 2).

Results of proposed hypotheses

By using SmartPLS, we tested the hypotheses based on structural equation modeling. We carried out bootstrapping with 5000 resamples to assess the significance of our relational hypotheses. This table summarizes the results of the study in terms of the participants’ experience. The results obtained by using partial least squares (PLS) suggest that BBC has a negative and significant impact on the salesforce ambidexterity (H1–β = -0.105, t = 2.282, p < 0.01). On the other hand, OBC has a positive and significant influence on salesforce ambidexterity (H2–β = 0.102, t = 2.178, p < 0.01). Thus, H1 and H2 supported the study.

Our findings for H3 indicated a positive and significant association between salesforce ambidexterity and emotional exhaustion (H3–β = 0.111, t = 3.468, p < 0.001). In addition, emotional exhaustion is negatively and significantly linked with salesforce innovation implementation (H4–β = –0.553, t = 8.014, p < 0.001), and service recovery performance (H5–β = –0.133, t = 2.660, p < 0.001), supporting H4 and H5.

Moderating effects

A structural model test of the moderating effect of salesforce self-efficacy was also conducted (See Table 4 and Figures 3–6). To explore the moderating effect, we conducted simple slope analyzes. Firstly, we tested hypotheses H6 and H7 and found significant and positive moderation of salesforce self-efficacy between the relationship of OBC and salesforce ambidexterity (H6–β = 0.468, [CI: 0.331, 0.633], p < 0.001) and BBC and salesforce ambidexterity (H7–β = 0.123, [CI: 0.052, 0.216], p < 0.01) which means the effect of BBC and OBC on salesforce ambidexterity would be stronger; when the salesforce self-efficacy would be at a higher level. Furthermore, hypotheses 8 indicate that customer demandingness insignificant influenced on the relationship between emotional exhaustion and the salesforce innovation implementation (H8–β = –0.226, [CI: –0.351, 0.096], p < 0.01). In contrast, customer demandingness has significant moderating influence on the relationship between emotional exhaustion and service recovery performance (H9–β = –0.169 [CI: –0.305, –0.022], p < 0.001). There was no significant association between the control variables and the model constructs. Thus, we did not include control variables in the structural model, including moderation analysis.

TABLE 4

Results of hypotheses.

Hypothetical paths		β estimates	S.E	t-value	CI.95%	Results
H1	BBC→SA	–0.119**	0.053	2.267	[–0.223, –0.034]	Supported
H2	OBC→SA	0.135**	0.043	3.133	[0.057, 0.221]	Supported
H3	SA→EEX	0.182***	0.040	4.598	[0.105, 0.265]	Supported
H4	EEX→SII	–0.225***	0.045	5.042	[–0.303, –0.137]	Supported
H5	EEX→SRP	–0.112***	0.044	2.517	[–0.200, 0.024]	Supported
H6	SSE × OBC→SA	0.468***	0.076	6.157	[0.331, 0.633]	Supported
H7	SSE × BBC→SA	0.123**	0.042	2.928	[0.052, 0.216]	Supported
H8	CD × EEX→SII	–0.226	0.162	1.396	[–0.351, 0.096]	Not supported
H9	CD × EEX→SRP	–0.169***	0.049	3.424	[–0.305, –0.022]	Supported

N = 321; level of significant ***p < 0.001, **p < 0.01; CI, confidence interval; S.E, standard error; BBC, behavior-based control; SA, salesforce ambidexterity; OBC, outcome-based control; SRP, service recovery performance; SII, service innovation implementation; EEX, emotional exhaustion; SSE, salesforce self-efficacy; CD, customer demandingness.

FIGURE 3

Salesforce self-efficacy (SSE’s) high and low effects on salesforce ambidexterity (SA) through behavior-based control (BBC).

FIGURE 6

Customer demandingness (CDs) high and low effects on service recovery performance (SRP) through emotional exhaustion (EEX).

Salesforce self-efficacy (SSE’s) high and low effects on salesforce ambidexterity (SA) through OB.

Customer demandingness (CDs) high and low effects on salesforce innovation implementation (SII) through EE.

Discussion

Major findings

This study aims to provide insights into current research on salesforce ambidexterity and service recovery in the B2B context. In particular, there have been few recent studies on this topic (Jasmand et al., 2012; Ahmad et al., 2021b; Shiue et al., 2021). Considering this limitation, we propose a new perspective for assessing the antecedents and consequences of salesforce ambidexterity from the perspective of the salesforce control system. In addition, the present research examined the moderating role of salesforce self-efficacy and customer demandingness between the antecedents and the consequences.

First, the results of our study showed a negative impact of BBC on salesforce ambidexterity in B2B firms. The results are in line with Jasmand et al. (2012), who reported that in a BBC environment, sales representatives who interact closely with customers have insufficiently skilled to integrate both service and selling-related tasks simultaneously. In other words, the effects of the BBC on ambidexterity are particularly relevant because the BBC regulates the behavior of salespeople, thereby reducing their ability to work independently (Piercy et al., 2012). On the other hand, the results indicate that OBC is positively associated with salesforce ambidexterity. It has been well established in prior literature that OBC increases the ambidextrous behavior of salespeople by providing a greater degree of freedom to make the right decisions to ensure complete customer satisfaction (Hartline and Ferrell, 1996; da Silva Faia and Vieira, 2017). In an OBC approach, salespeople are responsible for their achievements. They are allowed to choose their strategy with relatively little monitoring, regulation, and reward by their managers (Oliver and Anderson, 1994).

Second, we discovered that salesforce ambidexterity positively and significantly impacts emotional exhaustion among B2B salespeople. This study’s findings are consistent with Rapp et al. (2019), who concluded that an individual salesperson would become mentally and emotionally exhausted due to ambidextrous activities. There is a fundamental problem with having multiple management approaches (e.g., a sales orientation leads to misaligned sales targets, and a customer orientation leads to misaligned service goals). Further, a misalignment can adversely affect an individual’s performance. Additionally, the results agree with the foundations of COR theory, which suggests that salespeople with limited conservative resources (e.g., time or effort) are more likely to experience exhaustion if they perform many different behaviors simultaneously (e.g., ambidextrous behaviors and unrelated sales activities) (Halbesleben et al., 2014; Agnihotri et al., 2017). Due to the overload pressure caused by the salesperson’s ambidexterity, the salesperson will continue to consume their emotional resources without being able to recover them.

Third, the research findings suggest that emotional exhaustion is negatively related to implementing salesforce innovations and service recovery. Salespeople who experience emotional exhaustion tend to blame their managers for their difficulties. In accordance with the theory of cognitive resources, Vecchio (1990) argues that “emotional stress is likely to reduce innovativeness as it exhausts too severely the limited cognitive resources required for innovation.” An empirical study by Van Dyne et al. (2002) confirmed that work-related stress adversely affects employe innovation. Examining the influence of emotional exhaustion on service recovery as a job-related performance indicates that it is a critical factor in explaining salespeople’s attitudes and behavior. There are several helpful guidelines for this type of relationship which can be found in the COR theory (Halbesleben et al., 2014; Ahmad et al., 2021a). It is possible for salespeople to believe their resources are inadequate after accumulating a large amount of professional experience, resulting in a lower level of recovery performance. Several studies have shown that emotional exhaustion due to competing demands significantly reduces the service-related performance of salespeople (Rutherford et al., 2011; Lussier et al., 2021).

Fourth, we document how salesforce self-efficacy moderates the association between antecedents and salesforce ambidexterity. This study supports the finding by showing that BBC and OBC are more likely to influence salesforce ambidexterity when self-efficacy is high compared to when it is low. According to Brown et al. (2005), a salesperson who has been successful at doing a particular task is less likely to encounter BBCs, and they may ask for more freedom from their manager. If a salesperson’s capabilities, productivity, and targets are low, a manager may implement the OBC approach because it relies heavily on rewards and incentives to encourage performance (Oliver and Anderson, 1994). Furthermore, this study concludes that customer demandingness negatively impacts salesforce innovation implementation and service recovery performance as a result of emotional exhaustion. Interestingly, these findings are in line with Jaramillo and Mulki (2008) research, which suggests that serving demanding customers may increase salespeople’s workload and exhaustion, therefore leading to lower service level of service-related performance outcomes (e.g., service innovation implementation and service recovery performance). Even if a person is confronted with a challenge, it can still be a stressful event, which may result in a lower level of improvement in service recovery or innovation performance. Accordingly, when individuals are faced with customer demand, they limit their innovative ideas and find it difficult to deal with customer complaints.

Research implications

This study addresses several key literature areas, including ambidexterity, innovation, psychology, and sales management. First, our research aims to fill an important void in the body of knowledge on salesforce ambidexterity, which we explored using the management control system. It has been documented that ambidextrous literature has explored many supervisory approaches (Chang et al., 2019), but this is the first study to examine the role of the BBC and OBCs as a monitoring strategy pertaining to salesforce ambidexterity. In this study, we discussed how the salesforce control system influences both the implementation of sales generation and the provision of customer service at the same time, which we call salesforce ambidexterity. Due to the dual expectations imposed by many sales organizations, salespeople often struggle with the lack of resources to meet both requirements. In response to Sok et al.’s (2016) research call, we provide a more comprehensive approach used to evaluate ambidexterity in salespeople, which has been largely neglected in sales management literature.

Second, the study adds to the literature in psychology by examining the positive effects of salesforce ambidexterity on emotional exhaustion. The research literature on psychology and stress has looked at ambidexterity from various perspectives. For instance, Keller and Weibler (2017), ambidexterity is one of the leading causes of psychological distress, mental strain, and exhaustion. Yet previous studies have ignored the idea that emotional exhaustion is an underpinning mechanism of salesforce ambidexterity. We believe that this is the first study in the literature to consider both salesforce ambidexterity and emotional exhaustion, thus expanding the field of sales and psychology literature.

Third, from the perspective of job-related performance, discovering how emotional exhaustion leads to service recovery and innovation performance is a crucial aspect of the strain-outcome relationship (Kim et al., 2012; Luo et al., 2019). It is particularly pertinent to observe how salespeople respond to complaints and use innovative ideas when they are emotionally exhausted. Several researchers have studied factors associated with HRM in the context of emotional exhaustion, including job satisfaction, work engagement, and turnover intentions (Wright and Cropanzano, 1998; Skaalvik, 2020). Despite this, little is known about the negative consequences of emotional exhaustion on service recovery and innovation performance in the B2B context, which are crucial for providing high-quality service and maintaining long-term business relationships.

Fourth, our research implies that salesforce self-efficacy and customer demandingness can function as moderators. As salespeople are confident that they can perform their specified sales duties successfully (Brown et al., 2005), they are less likely to encounter BBCs and may request more freedom from their manager (Brown et al., 2005). A study by Yu et al. (2015) indicates that self-efficacy is a significant factor in promoting salesforce ambidexterity. Furthermore, our findings indicate that customer demandingness functions as a negative moderator in the relationship between emotional exhaustion and service recovery, as well as the relationship between emotional exhaustion and salesforce innovation implementation. Prior studies have largely overlooked the inverse relationship between customer demandingness and service-related performance outcomes. In a similar vein, we also postulate that a high level of customer demand and emotional exhaustion is one of the major factors determining the effectiveness of service recovery and innovation implementations.

Practical implications

The outcomes of the study may be helpful to managers and sales representatives. First, the study is particularly important to B2B sales organizations struggling with the difficulties of salesforce ambidexterity and how they control their sales representatives. To manage salespeople and their performance, it is important to determine how their capabilities align with company procedures and guidelines. Management has the most control over salespeople’s actions and performances; therefore, they need to understand the connection between control mechanisms and salespeople’s attributes and how to apply them effectively. It is recommended that managers utilize OBC rather than BBC to enhance salespeople’s motivation and offer incentives to attract and retain new customers. Motivation may be increased by combining outcome and behavior control but at the expense of satisfaction with the work.

Second, our findings also showed that when salespeople take responsibility and are dedicated to meeting organizational goals, they are expected to provide consistently high levels of quality customer service and engage in cross-selling efforts to maximize revenue. Competent salespeople are capable of both selling and providing services. As a novel finding within the sales literature, we demonstrate the inverse connection between emotional exhaustion and service-related performance outcomes (service innovation and recovery performance). Emotionally exhausted salespeople may fail to control their behavior because their resources are depleted, leading to inconsistent performance and self-control (Lussier et al., 2021). Therefore, supervisors and sales organizations must identify and manage early signs of emotional exhaustion.

Third, based on our research findings, we recommend that the behavior of frontline salespeople, such as handling customer complaints promptly, solving problems innovatively, acknowledging responsibility, and showing humility, can influence a customer’s perception of fairness. In response, when salespeople respond to customer inquiries, managers must assure that these behaviors are displayed. Additionally, sales managers could assist their salespeople in identifying the customers’ problems and determine how they can be addressed more efficiently by salespeople. It would be possible for them to regularly review their sales strategies with their customers to continuously improve their performance.

Fourth, salespeople should list the importance of self-efficacy in their day-to-day tasks. Self-efficacious salespeople will perform better if they believe they possess the skills necessary to achieve their sales objectives. Consequently, companies must explain their products and goals and the steps they need to complete to achieve them. A high level of self-efficacy in salespeople should contribute to more motivation, commitment, and productivity because they believe that they are capable of managing many conflicting activities simultaneously (e.g., ambidextrous behavior). According to our findings, customer demandingness exacerbated the association between emotional exhaustion and service-related performance outcomes (e.g., salesforce innovation implementation and service recovery performance). Those customers who are expecting more from their emotionally exhausting salesperson significantly reduce the service’s innovation and recovery performance. Managers can motivate and encourage their sales forces by offering incentives and bonuses, thereby reducing exhaustion and ensuring that customer complaints and expectations are met as effectively as possible.

Limitations and future research

The study has some limitations, and future research directions should be considered. In the present study, we study the association between salesforce control systems and salesforce ambidexterity. It is possible that scholars in the future will introduce additional dimensions of control to the model by adding capability control and process control to the services environment. Future research under the salesforce control system must discover other service-related indicators, including customer-directed organizational citizenship behavior. Moreover, while the current study investigated the moderating effect of a salesforce’s self-efficacy and customer demandingness on the attitude of salespeople, it would be intriguing to research other moderating factors that might exist within an organizational context (e.g., a supportive climate for innovation or an ethical climate). The data used in this study was collected from each salesperson. The model may have greater internal reliability if future researchers collect data using a multidisciplinary approach, for example, by comparing responses of managers and salespeople. Additionally, this study was performed based on a survey procedure over a specified period of time. Thus, it would be valuable to obtain a longitudinal dataset to enable scholars to study changes over time. Further, a specific geographic area in Pakistan is included in the sample frame. A multicultural setting provides data on the accuracy and relevance of results based on cultural perceptions.

Data availability statement

The original contributions presented in this study are included in the article/supplementary material, further inquiries can be directed to the corresponding author.

Ethics statement

The studies involving human participants were reviewed and approved by North China Electric Power University (protocol code 693-2 on 11-08-2021). The patients/participants provided their written informed consent to participate in this study.

Author contributions

BA: conceptualization, writing – original draft, formal analysis, data handling, variable construction and methodology, and writing – review and editing. DL: writing – review and editing. MI: software, methodology, and writing – review and editing. JA-G: manuscript revision, theoretical development, and proofreading. All authors contributed to the article and approved the submitted version.