Abstract and Keywords
This article examines the strategic role of the selling function based on the resource-based view (RBV) perspective on the firm. The RBV provides a relevant foundation for developing a conceptual framework on the strategic role of the selling function. This approach is based on the logic that distinctions in resources and organizations' capabilities may offer potential competitive advantages that are linked to variations in returns. The strategic sales function framework proposes a direct effect of sales organization resources and capabilities on sustainable competitive advantage (SCA) and an indirect effect through the mediation of SCA on the financial performance of the firm. Dynamic meta-capabilities and organizing processes and contexts are proposed as moderating influences on the core processes. The intent of this framework is to extend the current perspective concerning the strategic role of the sales force. This framework identifies relevant variables and interrelationships.
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