期刊
MARKETING SCIENCE
卷 33, 期 4, 页码 463-484出版社
INFORMS
DOI: 10.1287/mksc.2013.0831
关键词
sales management; sales force; personal selling; retailing; social interactions; knowledge transfer; learning models; social learning; peer-based learning
类别
资金
- Krannert School of Management at Purdue University
- Olin Business School at Washington University in St. Louis
We study how peers impact worker productivity growth among salespeople in the cosmetics department of a department store. We first exploit a shift assignment policy that creates exogenous variation in salespersons' peers each week to identify and quantify sources of worker learning. We find that peer-based learning is more important than learning-by-doing for individuals, and there is no evidence of forgetting. Working with high-ability peers substantially increases the long-term productivity growth of new salespeople. We then examine possible mechanisms behind peer-based learning by exploiting the multiple colocated firms in our setting that sell products with different task difficulties and compensate their sales forces using either team-based or individual-based compensation systems. The variation in incentives to compete and cooperate within and across firm boundaries, combined with variation in sales difficulty for different product classes, allows us to suggest two mechanisms behind peer-based learning: observing successful sales techniques of peers and direct teaching. Our paper advocates the importance of learning from one another in the workplace and suggests that individual peer-based learning is a foundation of both organizational learning curves and knowledge spillovers across firms.
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