Capability management control and salesperson turnover: a double-edged sword in a product complexity scenario

Abstract

[EN] Drawing on the Job Demand-Resources (JD-R) theory, the present study investigates the underlying mechanisms through which capability control, a type of behavior-based control, influences salesperson turnover. Using a sample of 145 industrial salesperson–supervisor dyads from different industries, this study's findings reveal that capability control contributes to decreasing salesperson turnover intentions, both directly and indirectly. Spe-cifically, management capability control reduces work overload and increases work meaning, thus lowering salesperson turnover intention. The findings also confirm that these effects are contingent on the complexity of a product. When product complexity is low, capability control increases work overload and decreases work meaning, which has a positive effect on salesperson turnover intention. This study discusses these findings' theoretical and managerial implications.