The role of culture strength in shaping sales force outcomes

John W. Barnes, Donald W. Jackson, Michael D. Hutt, Ajith Kumar

Research output: Contribution to journalArticlepeer-review

39 Scopus citations


Although a strong culture has been widely acknowledged as a defining characteristic of successful firms, past research has failed to examine the influence it exerts on the attitudes and behavior of salespeople. In a two-sample study, we measure culture strength and explore its relationship to value congruity and to three sales force outcomes that define the sales management research tradition: role stress, organizational commitment, and job satisfaction. Within the contexts of the sales subculture of a Fortune 500 firm (Study 1) and specialized sales organizations (Study 2), the results reveal a compelling portrait of the forces that shape salesperson-culture fit. Specifically, the results of both studies indicate that a strong culture leads to higher levels of value congruity, job satisfaction, and organizational commitment, and lower levels of role stress. Key implications are highlighted for sales managers and for researchers.

Original languageEnglish (US)
Pages (from-to)255-270
Number of pages16
JournalJournal of Personal Selling and Sales Management
Issue number3
StatePublished - Jun 2006

ASJC Scopus subject areas

  • Human Factors and Ergonomics
  • Management of Technology and Innovation


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