This research examined the relationship between salespersons' perceptions of role conflict and role ambiquity from various sources and the degree of agreement between salespeople and sales managers on salesperson performance. Three sources of role ambiguity were found to explain the most variance in performance congruence. Implications for management are discussed.
|Number of pages||14|
|Journal||Journal of Personal Selling and Sales Management|
|State||Published - May 1986|