Strategic Enablers of Service-Sales Ambidexterity: A Preliminary Framework and Research Agenda

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19 Citations (Scopus)
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Abstract

In recent years, service-sales ambidexterity was proposed as a new type of ambidexterity. In particular, the emerging literature on service-sales ambidexterity builds on the contextual ambidexterity literature to argue that the two key activities of a salesperson – that is, service activities and sales activities – can be simultaneously maximized through finding and exploiting synergies between these two activities. While research in this area has so far focused on the drivers of service-sales ambidexterity, our knowledge regarding the strategic enablers of this construct is impoverished. In this paper, drawing upon the dynamic capabilities framework, we devise a preliminary framework of the strategic enablers of service-sales ambidexterity. Then, we further extend that framework by identifying key classes of strategic variables that can potentially enable service-sales ambidexterity and by providing illustrative examples. This paper has contributions to and implications for the literature on service-sales ambidexterity and dynamic capabilities.
Original languageEnglish
Pages (from-to)78
Number of pages86
JournalINDUSTRIAL MARKETING MANAGEMENT
Volume92
DOIs
Publication statusPublished - Jan 2021

Keywords

  • service-sales ambidexterity
  • dynamic capabilities
  • salesperson
  • sales
  • sales management
  • antecedents
  • micro foundations
  • individual level
  • Strategic enablement
  • strategic enablers

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