Abstract
The authors study how salespeople cope with social anxiety during customer contacts and find that two tactics, sale perseverance and task concentration, ultimately reduce dysfunctional protective actions. Both coping tactics, however, are differentially moderated by strength of felt physiological sensations and strength of negative expectations and thoughts. Salespeople experiencing anxiety cognitions should distract themselves by concentrating on their task to free up their thinking in relation to the task at hand. Engaging in behaviors to modify the situation by persevering on the sale, on the other hand, occupies action space and should be the coping strategy of choice for those salespeople confronting physiological sensations in relation to felt anxiety. Hypotheses are tested on a sample of 171 salespersons.
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Frank Belschak (f.d.belschak@uva.nl) is an assistant professor of marketing and organizational behavior in the Business School at the University of Amsterdam, the Netherlands. He received his PhD from the University of Cologne in Germany. His current research interests include personal selling, emotions, and emotion regulation in organizations and across cultures.
Willem Verbeke (verbeke@few.eur.nl) is a chaired professor of sales and account management at Erasmus University in Rotterdam, the Netherlands. He received his PhD from the University of Pennsylvania. His area of research interests includes personal selling, sales management, emotions and emotion regulation, and knowledge management.
Richard P. Bagozzi (bagozzi@umich.edu) is a professor of marketing in the Ross School of Business and a professor of social and administrative sciences in the College of Pharmacy at the University of Michigan. He received his PhD from Northwestern University. He conducts research on human emotions, the theory of action, goal setting and goal striving, and structural equation methods.
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Belschak, F., Verbeke, W. & Bagozzi, R.P. Coping with sales call anxiety: The role of sale perseverance and task concentration strategies. JAMS 34, 403–418 (2006). https://doi.org/10.1177/0092070306286535
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DOI: https://doi.org/10.1177/0092070306286535