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

Abstract

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. Specifically, 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