Title: Organisational commitment and culture: evidence of commitment in an independent sales force

Authors: Dalmir Sant'Anna; Clarissa Carneiro Mussi; Wlamir Xavier; Iúri Novaes Luna

Addresses: Southern University of Santa Catarina (UNISUL), Rua Adolfo Melo, 34, Centro, 88015-090, Florianópolis, Santa Catarina, Brazil ' Southern University of Santa Catarina (UNISUL), Rua Adolfo Melo, 34, Centro, 88015-090, Florianópolis, Santa Catarina, Brazil ' International Business School, Chongqing Technology and Business University, Chunhua Road Nearby Nan'an, Chongqing, China; Crowell School of Business, Biola University, 13800 Biola Ave., La Mirada, CA, 90839, USA ' Department of Psychology, School of Philosophy and Human Sciences, Federal University of Santa Catarina (UFSC), Campus Universitário Reitor João David Ferreira Lima, s/no. 88040-900, Florianópolis, Santa Catarina, Brazil

Abstract: This article analyses the relationship between organisational culture and commitment demonstrated by independent sales professionals of a firm in the electrical cables and conductors industry. This study is based on both quantitative and qualitative approaches. Participants comprised all 42 professionals working in the company's commercial division. Data were collected using interviews and documentary research. Two base scales were used to determine organisational commitment and organisational culture: IBACO and EBACO. Results indicate that a sales force, even when independent, might express commitment through the values of collaborative professionalism, and employee satisfaction and well-being, as well as the practices of fostering interpersonal relationships, external integration, rewards and training. The values and practices mentioned in this study may serve as insights for managers who wish to improve sales force commitment and consequently increase sales performance.

Keywords: culture organisational; sales force commitment; independent sales force; sales performance; electrical conductors industry; training; electrical cables industry; collaborative professionalism; employee satisfaction; employee well-being; interpersonal relationships; external integration; organisational commitment; rewards.

DOI: 10.1504/IJMP.2020.108303

International Journal of Management Practice, 2020 Vol.13 No.4, pp.437 - 461

Accepted: 28 Jun 2019
Published online: 20 May 2020 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article