Klaus Möller
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Prof. Dr.
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Möller
First name
Klaus
Email
klaus.moeller@unisg.ch
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+41 71 224 7406
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  • Publication
    The Impact of Behavior-based Controls on Collaboration and Motivation in Sales Teams
    ( 2024)
    Sophie Stopp
    ;
    Janine Burghardt
    ;
    Klaus Möller
    Sales management controls help managers enhance sales team members’ prosocial behavior and foster their motivation. This study examines the design and use of behavior-based controls (i.e., behavior activity and capability control) to foster an intrateam collaboration climate and optimize salespeople’s intrinsic and extrinsic motivation. Drawing on the self-determination theory and stewardship theory, we hypothesize that behavior activity and capability control enhance intrateam collaboration climate, which fosters salespeople’s intrinsic and extrinsic motivation. We collect data from 640 surveyed salespeople of a global manufacturing company located in ten different market organizations, finding that behavior capability control promotes intrateam collaboration climate best across different cultures. Intrateam collaboration climate increases salespeople’s intrinsic motivation and is an essential mediator between the two behavior-based controls and intrinsic motivation. By considering team dynamics and providing practical implications for managers, our research contributes novel insights into behavior-based controls’ design and use.
    Type: working paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/119647
  • Publication
    Pay More to Get Less? Why Traditional Sales Incentives Fail in Com- plex Environments
    ( 2024)
    Sophie Stopp
    ;
    Klaus Möller
    ;
    Franz Wirnsperger
    Companies’ new solution-based selling approaches raise questions about salespeople’s compensation. Although individual-based pay for performance has traditionally been considered a very strong motivator for salespeople, its functionality is doubted. This study emphasizes the need to reconsider individual-based pay for performance in the emerging context of solution selling in different ways. Using primary and secondary data, and analyzing them with linear regression and descriptive analysis techniques, we found that individual-based pay for performance is not only unfavorable because of the crowding-out effect but also be- cause it negatively impacts salespeople’s performance drivers (e.g., team collaboration, job satisfaction, or work engagement). Furthermore, it is not compatible with other sales management controls and work environments that foster intrinsic motivation (i.e., behavior capability control and psychological safety). These findings are consistent across different cultural regions. Finally, we provide evidence that individual-based pay for performance is financially unviable.
    Type: working paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/119649