Shikhar Sarin

The Effect of Team Leader Characteristics on Learning, Knowledge Application, and Performance of Cross‐Functional New Product Development Teams

This study examines how leadership characteristics in new product development teams affect the learning, knowledge application, and subsequently the performance of these teams. Using data from a study of 229 members from 52 high-tech new product projects, we empirically demonstrate that team learning has a strong positive effect on the innovativeness and speed to market of the new products. Moreover, a democratic leadership style, initiation of goal structure by the team leader, and his or her position within the organization were positively related to team learning. Managerial implications of these results are discussed.

Strategic Use of Bundling for Reducing Consumers’ Perceived Risk Associated with the Purchase of New High-Tech Products

Consumers’ perceived risk is a significant barrier to the adoption of new high-tech products. Based on a review of the marketing, consumer behavior and psychology literatures, a theoretical framework is developed here that suggests how bundling a new high-tech product with an existing technology could help reduce consumers’ perceived risk associated with the purchase of the new high-tech product. This manuscript also explores what factors influence consumers’ risk perception when a product bundle is available. Managers might use this framework to develop bundling strategies for high-tech products, and to understand what factors make such bundles more attractive.

From Market Driven to Market Driving: An Alternate Paradigm for Marketing in High Technology Industries

Although useful, the currently dominant marketing philosophies reveal themselves to be inadequate for addressing issues and problems specific to high-tech industries and products. This study proposes “market driving” as a new paradigm for marketing high-technology products and innovations. Based on an extensive review of the extant literature (and input from leading marketing scholars), a broad-based definition of the market driving approach is developed, and compared to existing paradigms of market driven activity, customer leading and market pioneering. The suitability of the market driving paradigm in addressing the unique characteristics of high technology industries is discussed.

Characteristics that Enhance Training Effectiveness in Implementing Technological Change in Sales Strategy: A Field-Based Exploratory Study

Organizations are increasingly emphasizing online sales channels over traditional offline sales channels. This research examines how training influences a salesperson’s ability to manage such a technological change in the firm’s sales strategy. Findings suggest that formality of training has a positive effect and voluntariness has a negative effect on the perceived effectiveness of training in a change implementation context. Older salespeople and those likely to be favorably affected by the change respond more positively to timely training and a less formal training format. Training effectiveness in turn has a positive influence on the salesperson’s perceived ability to manage the change, with learning orientation of the salesperson weakening the effect. Implications for the design of sales force automation and change implementation training programs are discussed.

Sales management control systems: review, synthesis, and directions for future exploration

Sales management control systems (SMCSs) are designed to align salespeoples activities and actions with organizational objectives. This article reviews and synthesizes over 50 SMCS articles published in sales, marketing, and management journals over the past 30 years. We begin by building a comprehensive framework that enables us to classify prior research into digestible categories (e.g., SMCSs as antecedents, SMCSs as consequences). Next, we present an analysis of gaps in the literature. Among other findings, our analysis reveals that there is an overwhelming focus on the use of formal (specifically behavior- and outcome-based) controls as compared to their informal control counterparts. Finally, we suggest avenues for future research: (1) mapping and understanding the full spectrum of control mechanisms, (2) developing a fuller understanding of the often-overlooked forms of control (e.g., input and cultural controls), and (3) more thoroughly analyzing how controls operate (or do not operate) as an integrated system.

Characteristics That Enhance Training Effectiveness in Implementing Technological Change in Sales Strategy

Organizations are increasingly emphasizing online sales channels (i.e., Internet sales) over traditional offline sales channels (i.e., salespeople). This research examines how training influences a salesperson’s ability to manage (and hence implement) such a technological change in the firm’s sales strategy. Drawing upon 37 field interviews, three dimensions of training relevant to change implementation are identified: timeliness, formality, and voluntariness. Data from a survey of 828 salespeople suggests that timeliness and formality of training have a positive effect on the perceived effectiveness of training in a change implementation context. Voluntariness was not found to be significantly related to perceived effectiveness of training. Training effectiveness in turn has a positive influence on the salesperson’s perceived ability to manage the change. Furthermore, perceived effectiveness mediates the effects of training timeliness and formality on the salesperson’s perceived ability to manage the change. Implications for the design of sales force automation and change implementation training programs are discussed.