426 Middle East J. Management, Vol. 8, No. 5, 2021 Effect of sales force market-oriented behaviour on relational performance: emotional commitment and relational learning roles Maher Toukabri* and Faouzi Najjar College of Business Administration, Northern Border University, P.O. Box 1312, 91431, Saudi Arabia Email: [email protected] Email: [email protected] *Corresponding author Chaima Zaidi Tunis University, Tunis, Tunisia Email: [email protected] Abstract: This study examines the antecedents of relational performance in the services sector and especially the Tunisian Telecom Market. It introduces the mediating role of emotional commitment and relational learning in the development of sales force relational performance. After elaborating the conceptual framework and the hypotheses to be tested, an empirical study was conducted using two samples from users of telecom products in different companies in the Tunisian market. The findings shows that the market orientation lead to the relational performance of the sales force within the emotional engagement and relational learning moderation effect in this process. Therefore, this research confirmed the relational performance model in the Tunisian telecom sector. Then, this study supplies some outcomes that will likely improve the literature review about relational performance. For this purpose, we paid due attention to market-oriented behaviours of the sales force generate sales closures and consequently higher firm revenues. Keywords: market-oriented behaviours; sales force; relational performance; emotional commitment; relational learning. Reference to this paper should be made as follows: Toukabri, M., Najjar, F. and Zaidi, C. (2021) ‘Effect of sales force market-oriented behaviour on relational performance: emotional commitment and relational learning roles’, Middle East J. Management, Vol. 8, No. 5, pp.426–452. Biographical notes: Maher Toukabri has accumulated a breadth of teaching, research and industry experience in the international environments. He earned his PhD in Marketing from El Manar University in Tunisia. Currently, he is the Director of Statistic Unit, Supervisor of Common Student Department, a member of AACSB and NCAAA Programs, a member of Entrepreneurship Centre, Coaching and Consulting, Associate Professor at College of Business Administration, Department of Marketing, Northern Border University, Saudi Arabia. Also, he is a member of the Consumer Behaviour Research Unit, Tunis El Manar University, Tunisia. Copyright © 2021 Inderscience Enterprises Ltd. Effect of sales force market-oriented behaviour on relational performance 427 Faouzi Najjar is currently an Associate Professor at The College of Business Administration, Northern Border University (KSA). He received his PhD degree at the Paris X-Nanterre University (France) in 1991 and worked as a teacher of marketing and strategy at the Higher Institute of Management of Tunis (HIM), University of Tunis for more 25 years. He has been for more than 12 years the Chair of the Department of Marketing, International Trade and Modern Languages at the HIM of Tunis and has actively participated in the Scientific Council, MBA and doctoral committees meetings in the institute. He was also a member of the National Board of Recruiting Lecturers in Marketing and Visiting Professor at the HEC Montreal (Canada) and the State University of New-York at Potsdam (NY, USA). He is also a member of Applied Research in Business Relationships and Economics-Tunis University. Chaima Zaidi is currently a Lecturer in Marketing registered in Doctorate Diploma in Marketing speciality. She is a researcher of many topics in marketing such as the customer behaviour, the market orientation, the performance of the sales force, the relational performance, the emotional commitment, the relational learning roles, the customer satisfaction, confidence, and loyalty. She has an experience in teaching marketing models at universities in Tunis, Tunisia. Moreover, she has a professional experience in commerce and marketing in Tunis, Tunisia. She is also a member of Applied Research in Business Relationships and Economics Laboratory (ARBRE) at Tunis University, Tunisia. 1 Introduction The company’s offerings have become more and more homogeneous. Benefits are generated more by the relationship capabilities than by the product or service itself (Ivens and Mayrhofer, 2003). Medlin et al. (2005) believe that relational coordination is a process that can have a positive impact on the relational performance of the sales force. Salesperson are likely to contribute to the value creation both for the company and its customers (Ivens and Mayrhofer, 2003). Tumwine et al. (2012) state that the relationship capital is a competitive advantage for businesses. They assert that to achieve performance, the company must develop a network of relationships with customers. Senior managers must have relevant indicators to properly manage their sales force. However, it seems to be easier for companies to improve economic performance by reducing costs than by managing Sales force given the intangibility and the difficulty of concrete measurement of the Sales force performance (Lai et al., 2009). Munshi and Hanji (2014) consider that “one of the most difficult tasks for sales managers is evaluating the performance of sales people under their control.” Companies often consider relationship development to be positively related to performance, but little is known about the nature of that performance. The sales force in contact with customers may have an ambiguous role between serving the company interests or the customers’ requirements (Christian et al., 2011). Morgan et al. (2009) note that accurate vendor evaluation is an unresolved problem for researchers and academics. Jones and Reynolds (2006) state that building customer relationships is a top priority in many businesses, but some business leaders have been disappointed by the effects of relationship marketing (Colgate and Danaher, 2000). For De Wulf et al. (2001), strategy negatively influences the sales force performance. 428 M. Toukabri et al. The market orientation is considered as the main component of management thinking founded on marketing concept (Tajeddini et al., 2006). Hence, the customer is considered to be the starting point of any marketing activity. Interactive marketing is relevant for all types of organisations (Coviello et al., 2002). The relational approach is a phenomenon observed both in the B to B framework and in the B to C framework (Ramani and Kumar, 2008). Then, the effective and efficient management of interactions is a source of sustainable competitive advantage. This research try to answer to the question how does the impact of the sales force market orientation on customer-driven relational performance? Then, the present research aims to investigate the effects of market orientation on customer relational performance including potential mediating role of emotional commitment, and relational learning. After having highlighted the theoretical and managerial contributions, we will present certain limits of our study. Some several research perspectives are developed. The relational marketing approach is a continuous effort which contributes to high levels of customer satisfaction and improved profitability. Nowadays, we are attending a trivialisation of the technical characteristics of products and services. Consequently, products seem to be relatively equal. Relational competence can be a lever of performance (Thorsten, 2004; Hooley et al., 2005). In addition, customer links lead to customer satisfaction and loyalty (Gotteland, 2005). Therefore, the company’s performance and its differentiation depend on durable customer relationships established by the sales force (Smirnova et al., 2011). For the commercial service, there must be a consensus on the meaning of the information and its implications for the business (Day, 2000). Organisational learning is the ability of the organisation to share experiences through company employees from different departments and external partners (Amue and Asiegbu, 2014) to enable learning that could be stored in the organisational memory. Intra-organisational knowledge sharing will significantly influence the organisation’s competitiveness (Amue and Igwe, 2014). Slater and Narver (1995) distinguish between adaptive organisational learning and generative organisational learning. Adaptive organisational learning is the simplest and most basic form of learning. A business market orientation may be limited to the expressed needs of consumers and, therefore, only to adaptive learning. Generative organisational learning is a double-loop learning. The organisation focuses on the interrelationships and dynamics of the process for behavioural change rather than on linear cause-and-effect chains. It is important to personalise the offer and to follow customers closely in order to build a database identifying their needs and expectations. Through market orientation, we can satisfy customers and develop links with them. The primary goal of customer orientation is the creation of mutually beneficial long-term relationships with customers (Homburg and Stock, 2004). The research conducted by Smirnova et al. (2011) focused on the influence of the market orientation with its different dimensions on the systematic development of relational capabilities of the sales force. Despite the multitude of research works conducted on market orientation, the connection between market orientation and intangible (non-financial) results is still rarely established (Sanzo et al., 2003). In addition, the continuous relationship with the customer represents a determinant for reaching a high level of performance and maintaining a comparative advantage in the service sector (Liang and Wang, 2005). Effect of sales force market-oriented behaviour on relational performance 429 The present study aspires to study the influence of market-oriented sales force behaviours on relational performance in the telecom sector. This study supplies a deep comprehension that will unquestionably improve the literature review about relational performance. For this purpose, we paid due attention to market-oriented behaviours of the sales force, emotional commitment and relational learning to explain relational performance. We can argue that the present research constitutes a platform which displays some variables impacting relational performance. 2 Literature review 2.1 Customer relational performance Performance is recognised as achieving the prescribed organisational goals. Performance is the result or the process that leads to a result. Performance is measured in terms of the results of the action or the results of the process. Performance is the passage of resources while saving them in the process, that we must accomplish in an efficient way to achieve an effective result (Zohdi et al., 2013; Boachie-Mensah and Issau, 2015). The concept of ‘performance’ highlights three key components, namely efficiency, effectiveness and relevance of the relationship between resources and objectives. Salespeople often play two roles in customer interactions: the role of a relationship manager and the role of a friend (Carr et al., 2005; Heide et al., 2006). The market orientation of the sales force influences customer-based relational performance via intermediate variables. Some studies found a positive outcome between customer orientation, dimension of market orientation and seller performance (Boles et al., 2001). Customer orientation has a positive impact on the performance of both the sales force and the company (Cross et al., 2007). The market orientation of the organisation has been associated with a number of positive attitudes and behaviours on the part of the sellers (Siguaw et al., 1998; Blesa and Bigné, 2005). Relational performance indicators are customer satisfaction, the achievement of sales force results, and the ability of the sales force to strengthen the relationship. It should be noted that relational results are difficult to evaluate in the short-term (Dwyer et al., 1987). The performance of the sales force is dependent on the client with whom it interacts. The company must treat individual customers differently, based on their contribution to the company’s benefit research has recently begun to examine the impact of marketing efforts in terms of client-centred measurement (Ahmet et al., 2005). Research works such as that of Ramani and Kumar (2008) investigated the performance of the sales force in terms of profit based on the client. According to Ramani and Kumar (2008), profit-based performance indicators are the identification of profitable customers, the acquisition and retention of profitable customers, and the conversion of unprofitable customers into profitable ones. A customer is said to be unprofitable when the costs of acquiring and retaining this customer exceed his contribution to revenues over time. 2.2 The market orientation Market orientation expresses the behaviour of the desired sales force with customers (Siguaw et al., 1998). Market orientation has attracted the attention of both academics and practitioners operating in the marketing field. According to Lemos et al. (2003), 430 M. Toukabri et al. market orientation and customer valuation are among the most important determinants of competitive advantage. Thus, the more intense competition gets, the more likely to adopt a market orientation businesses are. Market orientation is defined as a cultural orientation of the company, designed to stimulate, adapt and create the necessary attitudes on the part of employees to achieve the objectives of the company and ensure superior and continuous performance. Jaworski and Kohli (1990) rather focus on employee behaviours. They define market orientation as all the activities and behaviours required to achieve the organisational, marketing or financial performance of the company. Other researchers argued for the mixed approach, such as Homburg and Pflesser (2000), who believe that the market-oriented enterprise culture is an antecedent of employee behaviour in general and of that of the sales force in particular. Market orientation is considered as a cultural facet to anchor a particular behaviour (Hunt and Lambe, 2000). Managers in a market-oriented organisation focus on the market in general rather than simply target individual customers (Jaworski et al., 2000). A company is market oriented only when the whole organisation internalises the values that are implicit in it and when all the organisational processes converge towards the creation of value to customers. According to Webster’s (1992) research, marketing is not limited to the marketing department but to all the departments of the company, for the establishment of long-term relationships with customers. It is the principle of market orientation that advocates for inter-functional coordination to build a relationship with customers. As a result, we will choose the term ‘market orientation’ rather than ‘marketing orientation’. Hence, customer orientation is considered to be an essential factor in the quality and continuity of the relationship. The relational performance of the sales force is seen as a consequence of market orientation (Smirnova et al., 2011). Relational performance is the result of sales force behaviour over time (Dehaene et al., 2010). To this end, it is necessary to present the different conceptualisations of market orientation so as to better understand the relationship between market-oriented behaviours and the relational performance of the sales force. It is important to develop a distinctive ability compared to competitors. Market orientation is the implementation of a marketing concept (Jaworski and Kohli, 1990). It has been closely scrutinised due to its linkage with competitive strategy (Morgan et al., 2009). Market orientation can be decisive for better decision-making, responsiveness and even pro-activity. The concept ‘market orientation’ refers to the simple translation of ‘market orientation’ as developed in the Anglo-Saxon literature. Nevertheless, in academic articles, we noticed different denominations of the construct ‘market orientation’: ‘orientation of the company towards the market’, ‘market-oriented enterprise’, even ‘culture orientation market’. In the present paper, we opted for ‘market orientation’. Five different perspectives have been put forward in the literature to ‘operationalise’ market orientation: the decision-making perspective, the market intelligence perspective or market intelligence, the culture-based behavioural perspective, the strategic perspective and the client-oriented perspective (Cross et al., 2007; Narver and Slater, 1990). The measurement of market orientation varies following heterogeneous approaches. Narver and Slater (1990) opted for a cultural measure. Then, the market-oriented measurement scale is the most widely used in empirical studies (Greenley, 1995; Gatignon and Xuereb, 1997; Han et al., 1999). The seven-point Likert scale has 15 items: Effect of sales force market-oriented behaviour on relational performance 431 six items for client orientation, four for competitor orientation and five for cross-functional coordination. Nevertheless, Dursun-Kilic and Kilic (2017) used a behavioural measure (the Markor scale). The scale of Jaworski and Kohli (1993) has a Likert scale of 5 points and 32 items. The two conceptualisations of the market orientation of the company, whether they are cultural or behavioural, are not intended to be in contradiction. Researchers tend to reconcile the two perspectives (Cadogan and Diamantopoulos, 1995). Generic market orientation activities are valid for both perspectives. The effectiveness of market orientation can only be achieved through cross-functional coordination, what researchers (Jaworski et al., 2000), call organisational responsibility. In addition, a scale was developed on the basis of two scales: Jaworski and Kohli’s (1993) and Narver and Slater (1990). As for market orientation the scale used is that of Matsunoa et al. (2005). Researchers recommended that each dimension of market orientation be examined separately, since the nature and results of each dimension may be unique (Gatignon and Xuereb, 1997). Kennedy et al. (2003) developed a scale to measure individual customer orientation. This scale of measurement highlights the degree of satisfaction of customer needs by the sales force. The study focused on customer orientation without taking into account other facets of OM such as competitor orientation and inter-functional coordination. Siguaw et al. (1994) marked the difference between the market orientation of the company and the customer orientation of the sales force. The scale developed to measure the market orientation of the firm (Narver and Slater, 1990), including the customer orientation component, differs from the SOCO scale (Saxe and Weitz, 1982), which measures the direction of the sales oriented customers. The market orientation concept scale assesses company-level behaviour, while the SOCO scale examines sales-specific behaviours. Before addressing the relationship between concepts, it seems necessary to first define the dimensions of market orientation. Throughout our research, we followed the conceptualisation of Narver and Slater (1990). The three dimensions of the market orientation of Slater and Narver (1990) have been widely adopted in the marketing literature (Day, 1994; Han et al., 1999). Slater and Narver’s definition of market orientation differs from the definition of Jaworski and Kohli (1990) in that Slater and Narver value the company’s ‘stakeholders’, especially customers and competitors, in addition to the activities of the organisation. This justifies our choice of the conceptualisation of Slater and Narver. Researchers are even attempting to ‘reconcile’ the two approaches of Cadogan and Diamantopoulos (1995) which proposed a reconceptualisation of the concept market orientation by interweaving cultural and behavioural approaches. Thus, we hypothesise the following: H1 The market orientation of the sales force positively and significantly influences emotional commitment. H2 The market orientation of the sales force positively and significantly influences relational learning. H7 The market orientation of the sales force directly influences the customer relational performance. 432 M. Toukabri et al. 2.3 Emotional commitment Employees internalise different work values, perceiving their relationship with the company as a close and compelling one (Fernando et al., 2007). The company’s culture influences the relationship between organisational commitment and performance (Fernando et al., 2007) in our case, the market orientation. Much attention has been directed to the concept of emotional commitment of employees in marketing research (Toukabri and Ghali, 2017). Malhotra and Mukherjee (2004) pointed out that the majority of marketing studies that explain organisational commitment have identified only the affective dimension (Jaworski and Kohli, 1993; Sergeant and Frenkel, 2000). Emotional commitment was discussed in greater depth in relation to the other two components, normative commitment and calculated commitment. Some have confirmed a positive relationship with work performance (Suliman and Isles, 2000). It is argued that an ‘affectively’ engaged employee would be more likely to exert an effort on behalf of the organisation, as he has a ‘desire’ to maintain his job in the organisation in relation to an ‘obligation’ (normative commitment) or a ‘need to continue’ (continuity commitment) (Allen and Meyer, 1990). Generally, organisational commitment is defined as an emotional feeling or even a sense of attachment to the organisation (Piercy et al., 2011). Emotionally focused commitment reflects employee enthusiasm for achieving their goals and is a performance predictor, compared to other dimensions of affective commitment (Simintiras et al., 2013). Randall and Randall (1987) stated that the different levels of commitment can produce positive consequences both for the individual and the organisation. Organisational commitment can be defined as an attitude of attachment between the employee and the organisation, and implies psychological identification and employee involvement in the organisation. Researchers found a positive correlation between performance and organisational commitment (Benkhoff, 1997). Organisational commitment influences the performance of the employee (Hunt and Lambe, 2000). Benkhoff’s (1977) research work which was conducted in the telecom sector confirmed the influence of organisational commitment on employee performance. Employee affective commitment is significantly related to the financial success of telecom branches (Schwepker, 2001). Nygaard and Biong (2010) found that the correlation between organisational commitment and sales force performance is similar for salespeople in the USA and in Japan. The correlation between organisational commitment and performance is interesting when employee performance is controlled. Salespeople have more control over the results of their work compared to other employees (Nygaard and Biong, 2010). This control has an impact on their performance. A seller’s performance is more visible than that of other employees (Jaramillo et al., 2005). Moreover, emotional commitment is one of the consequences of market orientation (Jaworski and Kohli, 1993; Matsunoa et al., 2005). Then, the relationship market orientation and relational performance are mediated emotional commitment. Likewise, the employee affective commitment may be an intermediate variable that influences employee performance. Effect of sales force market-oriented behaviour on relational performance 433 Long-term client relationships can be built with a committed workforce at the firm, as it is unlikely that an organisation will have loyal customers without committed employees. Committed employees will attract satisfied and engaged customers. Some believe that the dimension ‘affective commitment’ has no effect on the ‘outcomes’ clients (Payne and Pennie, 2005). Therefore, it is interesting to test the role of emotional commitment in the process of developing sales force relational performance. Thus, we hypothesise: H3 The emotional commitment of the sales force positively and significantly stimulates the relational performance of the sales force. H5 The emotional commitment of the sales force mediates the relationship market orientation-relational performance. 2.4 Relational learning Market orientation stimulates the development of the skills of the sales force (Day, 1994, 1995, 2000). Market orientation has a positive effect on the relational learning of the sales force (Lai et al., 2009). Interactive learning stimulates and contributes to the relational performance of the sales force (Lai et al., 2009). The market orientation of the sales force promotes co-learning with market players (Lai et al., 2009). Relational learning encourages the generation of new ideas and therefore of innovation. The relational learning of the sales force is an intangible resource. Goudarzi and Eiglier (2006) believe that interactive learning contributes to organisational socialisation. Learning has been conceptualised with a cultural approach, stimulating openness and commitment to learning (Baker and Sinkula, 2005). Relationship learning and knowledge sharing are considered to be a competitive advantage for the company. Relational learning is in fact the sharing of information between sales force and customers, which will then be translated into a better reactivity or even proactivity for the company. Relational learning is a process that aims to improve the behaviour of the sales force engaged in a relationship the two parts of which seek to create more value together that they would not create each individually. We believe that information from relationship learning between the sales force and customers is closely linked to the organisational system. Companies need to consider the background and factors that influence relational learning (Cannon and Perreault, 1999; Heide, 1994) to improve efficiency. It is generally recognised that trust is a facilitator of relational cooperation (Ring and Van de Ven, 1994). Trust influences the effectiveness of relational learning, as information sharing and understanding of meaning are sensitive issues for the client-provider relationship. The desire to collaborate creates a climate that conducts to relational learning activities. Lai et al. (2009) focused on the confidence variable at the level of market orientation and relational learning. Relational learning is conceptually different from organisational learning in terms of its background and management style. Lai et al. (2009), considered that the concept of relational learning comes from organisational learning, but that these two concepts are different. Relational learning depends on the willingness of the parties to cooperate for a specific purpose. Relational learning can be conceived as both a source and a target of 434 M. Toukabri et al. organisational learning. Market orientation has an effect on organisational learning. Market orientation is a cultural foundation for organisational learning. Slater and Narver (1995) have demonstrated that market orientation is a component of the culture of organisational learning. Relational learning is the generation and transfer of knowledge between the parts of the exchange (Dyer and Singh, 1998; Chang and Gotcher, 2007), i.e., the sales force and the clients. Selnes and Sallis (2003) conceptually distinguished relational learning from organisational learning because, first, there are meanings and values commonly created through the relationship that do not belong to one part only. Secondly, there needs to be a joint effort and cooperation for relational learning, for the only desire to do so is not enough. Third, the consequences of relational learning are different from those of organisational learning. Relational learning is important because when both parties participate in the mutual learning process, the likelihood of understanding each other’s expectations increases. The capacity of relational learning is linked both to a commitment to learn (Day, 1994, 1995, 2000) and to a common belief of the parts of the exchange in the benefits of learning (Baker and Sinkula, 2005). It has been suggested that parts of the exchange could develop commitment and a shared vision when learning (Dyer and Singh, 1998). Collaborative affective commitment is linked to relational goals (Selnes and Sallis, 2003). Organisational learning is a three-step process: acquiring information, disseminating information, and sharing organisational interpretation (Baker and Sinkula, 2005). According to Tippins and Sohi (2003), organisational learning has four components: knowledge acquisition, knowledge sharing, shared interpretation, and organisational memory development. Bingham and Kahl (2014), and Yusef (2015), in turn, viewed organisational learning as a four-step process: knowledge acquisition, knowledge dissemination, knowledge interpretation, and knowledge storage. Gotteland (2005) argues that the relationship between market orientation and firm performance is not direct. It is mediated by the sales force relational learning (Smirnova et al., 2011). Therefore, we can recommend that it is important to consider this variable in the process of achieving the desired performance of the company (Smirnova et al., 2011). The hypotheses can be presented as follow: H4 The relational learning of the sales force positively and significantly stimulates the relational performance of the sales force. H6 Relational learning mediates from the sales pie the relationship ‘market orientation-relational performance’. 3 Research methodology 3.1 Measurements The questionnaire is composed of three parts. The first part will measure the market orientation of the sales force, the second part will be devoted to the measurement of intermediate variables according to the perception of the sales force, namely ‘the emotional commitment of the sales force’ and ‘relational learning’. The final part will Effect of sales force market-oriented behaviour on relational performance 435 focus on client-based relational performance measurement based on client perception (see Table 1). Table 1 Scales Variable Dimensions Items Author Customer orientation 6 Smirnova et al. (2011) Competitor orientation 4 Narver and Slater (1990) Inter-functional coordination 5 Guo and Wang (2015) Emotional commitment 5 Vandenberghe et al. (2007) Relationship learning 12 Selnes and Sallis (2003) Customer relational performance 3 Ramani and Kumar (2008) Market orientation Emotional commitment Relationship learning Li (2006) Customer relational performance The research model will be as follows: an explanatory variable that is the market orientation and a variable to define the relational performance of the sales force. In addition, we will obviously integrate two intermediate variables, ‘emotional commitment’ and ‘relational learning’. This model has been inspired by the theory. It describes relationships that will be translated into hypotheses (see Figure 1). Figure 1 Conceptual model Emotional commitment Market orientation of the sales force H1 H5 H3 Customer relational performance Mediation role Customer orientation The competitors orientation Inter-functional coordination Customer satisfaction H2 H6 Relationship learning H4 Customer appropriation Word of mouth communication H7 We chose the constructs measurements from the literature background in referencing to the scales reliability, validity and suitability to the present research context. The dimensions of the research model are displayed in Table 1. 3.2 Data collection The empirical investigation was conducted in a service sector belonging to the field on which most of the research focused, namely the telecom sector. In our study, we chose telecom agencies from the Tunisie Telecom, Orange, and Ooredoo operators in Tunisia. 436 M. Toukabri et al. We assumed that the data collected from more or less homogeneous companies and agencies reinforce the validity and significance of the data collected. This choice is justified by the provision of a relational strategy as well as an interest granted to market-oriented sales force behaviours for the durability, success and performance of telecoms. In addition, we believe that the choice of telecom is the best choice since it meets the requirements of the research work and is in line with its objectives. Managers working in the telecom sector are aware of the competitive advantage of the sales force on the quality of the sales force. We managed to administer the questionnaire within the 30 telecom agencies. The sample was composed in total of 188 and 879 interviewees interrogated in telecoms agencies that considered as acceptable number to represent the population studied. The response rate is about 95%. Furthermore the administration is the personal interview survey method. Then, we used this face to face survey to probe the reactions of the interviewees and observe the behaviour of the interrogated customer (Toukabri, 2019a). The structural equation method allowed us to treat simultaneously all the causal relations of the conceptual model, which justifies our choice for this method. This method equally allowed us the calculation of measurement errors and offered us the possibility of more precision at the level of estimates than the simple regression method (Toukabri and Ibrahim, 2019). When testing the hypotheses, no answer should be missing to an item of the scale of measurement. That is why, we used the statistical software AMOS. The software chosen for this research is SPSS and AMOS software. 4 Results 4.1 Reliability We noted that all Cronbach’s alphas are greater than 0.7 that exceed the accepted threshold (Toukabri, 2019b). Similarly, we also noticed that the factors loading are all significant since their values are greater than 0.6 (see Table 2) as recommended by Tenenhaus et al. (2005). Therefore, we can confirm that the internal reliability of the measurement is acceptable. The approach followed to adapt the measurement scales (see Table. 2) through the process of translation and processing of items was that of the linguists’ translators and marketing experts, to validate the items of each measurement (Almarshad et al., 2019). Then, we made a survey test, by 20 invidious, to be sure that the questionnaire was comprehensive and simple. The measurement scales have been verified and validated in several studies. The contribution is interactivity with respondents to facilitate the understanding of the questionnaire. Furthermore, the presence of the researcher could help the participant to assimilate the items. The convergent validity of the scales can be judged by the average variance extracted (AVE) and by composite reliability (CR). Furthermore, we found that the values of the AVE of each latent variable is greater than 0.5 (Fornell and Larcker, 1981). Also, the findings showed that all the values of CR are above 0.6 (see Table 2) as recommended by Nunnally and Bernstein (1994) to achieve CR for measurements. Market orientation MO_C6 Our business objectives are determined for customer satisfaction. We pay special attention to after-sales service. We often value customer satisfaction. 4 5 6 Senior management regularly discusses the strengths and weaknesses of competitors. We will react quickly to competitive actions. Customers are retained when we have a competitive advantage. Our sales force shares information about competitors. 1 2 3 4 The competitors orientation MO_C5 Our competitive advantage is based on an understanding of customer needs. 3 MO_CP4 MO_CP3 MO_CP2 MO_CP1 MO_C4 MO_C3 MO_C2 Business strategies are focused on delivering value on behalf of customers. 2 MO_C1 We monitor and closely evaluate our level of commitment when servicing customer needs. 1 Customer orientation Code 0.64 0.75 0.77 0.82 0.61 Deleted 0.64 0.72 0.68 0.70 (AVE) (λ) 0.77 Average variance extracted Standard factors loading 0.86 (KMO) 5,471.49 (χ2) 0.00 Sig. 70.03 % Kaiser-Meyer-Olkin chi-square Bartlett’s test inertia 0.87 (α) Cronbach alpha 0.76 (CR) Composite reliability Table 2 Constructs/items Effect of sales force market-oriented behaviour on relational performance Measurement validity 437 My clients matter a lot to me. In general, I like my clients. The expectations of my clients do not interest me much. The sales force really feels that the problems of the telecom agency were theirs. We exchange information on successful or unsuccessful experiences on an offer in a relational context. We exchange information about changes in consumer needs, preferences and behaviours. We exchange information about market changes. We exchange information about changes in the technology of the corresponding offer. 4 5 6 1 2 3 4 I feel an emotional attachment to my clients. 3 I feel close to my clients. Our managers understand how employees can contribute to the valuation of customers. 3 2 The internal functions of the company coordinate to meet the needs of the target market. 2 1 The customer information is freely communicated throughout our organisation. 1 The inter-functional coordination LRF4 LRF3 LRF1 LRF1 EC6 EC5 EC4 EC3 EC2 EC1 MO_IFC5 MO_IFC4 MO_IFC1 Code Deleted 0.81 0.85 0.77 0.79 0.80 0.83 0.78 0.75 0.79 0.63 0.75 0.66 (AVE) (λ) 0.57 Average variance extracted Standard factors loading 0.81 (KMO) 3,170.45 (χ2) 0.00 Sig. 63.26 % Kaiser-Meyer-Olkin chi-square Bartlett’s test inertia 0.88 (α) Cronbach alpha 0.78 (CR) Composite reliability Table 2 Constructs/items 438 M. Toukabri et al. Measurement validity (continued) Customer relational performance We evaluate and, if necessary, update the information stored in our electronic. 12 Word of mouth communication. We often meet, face-to-face, to refresh the personal network in this relationship. 11 3 We evaluate and, if necessary, update the formal contracts following our relationship. 10 Customer satisfaction. During the relationship, we adjust our common understanding of the technology trends related to our business. 9 Customer ownership. During the relationship, we adjust our common understanding of clients’ needs, preferences and behaviours. 8 2 We have a lot of face-to-face communication in this relationship. 7 1 The relational context stimulates productive discussion encompassing a variety of opinions. 6 CRP3 CRP2 CRP1 LRC3 LRC2 LRC1 LRT4 LRT3 LRT2 LRT1 LRF5 We exchange information about unpredictable problems. Relationship learning 5 Code Constructs/items 0.91 0.93 0.82 0.83 0.88 0.68 0.97 0.99 0.99 Deleted 0.94 0.69 (AVE) (λ) Deleted Average variance extracted 0.87 0.72 (KMO) 1,533.52 10,328.74 (χ2) 0.00 0.00 Sig. 79.70 80.00 % Kaiser-Meyer-Olkin chi-square Bartlett’s test inertia 0.87 0.70 (α) Cronbach alpha 0.83 0.69 (CR) Composite reliability Table 2 Standard factors loading Effect of sales force market-oriented behaviour on relational performance Measurement validity (continued) 439 440 M. Toukabri et al. Consequently, we can conclude that this condition is verified. We can also conclude that a good correlation exists between the measurement items and their latent variables. Then, the reliability and internal consistency of a latent construct of the measurement are acceptable. After examining the correlation between the items of measurement, we should check its distinction from the other concepts. Then, discriminant validity reveal that a construct does not correlate with other construct that should be different. Indeed, it should be ensured that the AVE indicator of each variable is greater than their correlation squares with the other variables of the model (Bagozzi et al., 1991). Then, the discriminant validity of the measurement model is validated (see Table 3). Table 3 Discriminant validity Variable Dimensions Market orientation 1 2 3 4 5 6 1 Customer orientation 2 Competitor orientation 0.42 3 Inter-functional coordination 0.31 0.29 Emotional commitment 4 Emotional commitment 0.46 0.41 0.36 Relationship learning 5 Relationship learning 0.24 0.29 0.31 0.41 Customer relational performance 6 Customer relational performance 0.35 0.43 0.33 0.42 0.28 4.2 Structural model adjustment The evaluation of the structural model is based on the analysis of two indicators: multiple R2 and the coefficient Q2 of Stone-Geisser; or, according to Tenenhaus et al. (2005), the redundancy index in cross validation. We estimated that R2 indicates the level of contribution of each explanatory variable to the dependent variable. The level of significance of the model depends on the R2 value (R2 > 0.1 confirms that the model is significant). In addition, we can validate the structural model by referring to Stone’s Q2 index – Geisser. Q2 aims to measure predictive validity. Indeed, Tenenhaus and Tenenhaus (2011) stated that the Q2 index is positive, hence a predictive validity exists. Moreover, to validate the global model, we relied on the goodness of fit (GOF) ( GOF = communauté × R 2 ) fit index. We emphasised the fact that analytically this index represents the geometric mean of the average of the communities and the average of R2. Table 4 Quality of overall fit of the model Indexes GOF GOF (bootstrap) Standard error Critical ratio (CR) Lower bound (95%) Upper bound (95%) Absolu 0.52 0.52 0.02 18.69 0.47 0.59 Relatif 0.91 0.90 0.02 40.86 0.86 0.95 External model 0.99 0.99 0.01 64.39 0.96 1.00 Internal model 0.92 0.91 0.01 85.26 0.88 0.93 Effect of sales force market-oriented behaviour on relational performance 441 Based on the GOF values relative to the internal and external model, we found that the values are high; they are very close to 1 (see Table 4), thus indicating a good quality of the global fit of our conceptual research model. The root mean square error of approximation (RMSEA) of our model was 0.067, which is less than 0.08, as recommended by Bagozzi (1995). Besides, the GFI (GOF index) was 0.87 that is exceeding 0.80, which specifies an acceptable model fit (Brown et al., 2002). Moreover, the comparative fit index (CFI) was 0.92 that is beyond the 0.90 judged as an acceptable fit to the data (Bentler, 1990). Thus, it can be affirmed that the model constitutes an available structural adjustment and supports the research hypotheses (see Figure 2). Figure 2 4.3 Structural model (see online version for colours) Hypotheses test Table 5 shown the direct hypotheses test. Then, the hypothesis was accepted when the CR exceed 1.96 and p < 0.05 of the correspondent relationship between exogenous and endogenous variables. 442 Table 5 M. Toukabri et al. Direct hypotheses check Dependent variable Customer relational performance Relationship learning Inter-functional MO Independent variable CR Sig. Hypothesis Test ← Customer MO 2.793 0.021 H7a Accepted ← Competitor MO 4.138 0.008 H7b Accepted ← Inter-functional MO 1.668 0.078 H7c Rejected ← Emotional commitment 0.314 0.674 H4 Rejected ← Emotional commitment 3.017 0.012 H3 Accepted ← Customer MO 3.845 0.009 H1a Accepted ← Competitor MO 5.224 0.001 H1b Rejected ← Relationship learning 2.845 0.014 H1c Rejected ← Customer MO 0.982 0.274 H2a Accepted ← Competitor MO 2.512 0.031 H2b Accepted ← Inter-functional MO 2.512 0.031 H2c Accepted Therefore, the hypotheses H7a and H7b are confirmed, while H3c is rejected that prove the positive significant effect of the customer and competitor orientation on customer relational performance. Moreover, H3 and H4 are confirmed that affirm the positive significant influence of emotional commitment and relationship learning on customer relational performance. Also, the hypotheses H1a, H1a, H1b, and H1c. were accepted. Nevertheless, H1b and H1c were rejected. Consequently, the three dimensions of market orientation affect positively the relationship learning, while the emotional commitment was impacted by only the customer orientation dimension. 4.4 Mediating test To test the mediating effect of the relationship learning, and the emotional commitment between market orientation-customer relational performance this study adopt the four conditions suggested by Baron and Kenny (1986). Table 6 Mediating relationship learning, and emotional commitment test Exogenous constructs Baron and Kenny (1986) conditions Relationship learning 1 Y = 4.05 + 0.11 X 0.004 2 M = 2.86 + 0.08 X 0.023 Y = 4.12 + 0.09 X + 0.19 M 0.000 3 and 4 Regressions Sig. Total mediation Emotional commitment 1 Y = 2.09 + 0.12 X 0.032 2 M = 3.14 + 0.06 X 0.021 Y = 0.98 + 0.11 X + 0.19 M 0.009 3 and 4 Partial mediation Then, the results in Table 6 shown a total mediation of the relationship learning, while the emotional commitment reveal a partial mediation between market Effect of sales force market-oriented behaviour on relational performance 443 orientation-customer relational performance. We can therefore confirm the hypotheses H3 and H4. 5 Conclusions Beyond the theoretical contributions, the current research is interesting on a managerial level since it allows managers to act better. Robert et al. (2007) believe that relationship marketing is a strategy that has attracted the attention of academics as well as professionals Indeed it enables businesses to maintain a sustainable competitive advantage related to the intangible dimensions of the relationship that should be difficult for a competitor to replicate or imitate. Interviews with different professionals (top management, marketing managers, human resources managers) highlighted the interest those managers confer to the relational performance in their strategic orientation. The current research extends the literature background on market orientation by introducing the emotional commitment, the relationship learning, and the customer relationship performance. This research develops reliable and valid measures of sales force relational performance by modelling this concept in the Tunisian telecom marketplace. Furthermore, the study results propose several significant managerial implications. Through their market-oriented sales force, the organisations can lever their distinctive identity, improve their image and offer products and services that uniquely fit target. These results are consistent with consist with the findings of Chen et al. (2014) and Tajeddini and Ratten (2017). Managers should focus those sales force relational resources that provide superior value to the firm. Understanding the role that salesperson play in developing and maintaining close relationships with customers should be a central point of focus of service managers. Through the evaluation of the sales force performance, managers can establish the appropriate training plans and programs that makes salesperson in line with customers’ expectations. To better achieve the objectives of the organisation managers must assess the performance of the sales force and try to align individual efforts with the objectives of the service (telecom) operator. The current research has proved that the culture of the market-oriented operator influences the attitudes of the sales force, the sharing of information and the sharing of interpretation with customers. We assert that the sales force performance is determined by its emotional commitment and its ability to share, interpret and to develop a common memory with customers. Therefore, to achieve the sales force relational performance, managers must seek to develop this commitment through training programs and sharing experiences devoted to the salesperson. The current study highly recommends that market orientation should be enhanced by managers, specifically the telecoms operators to improve performance. These findings are consistent with the results of Tajeddini (2010), Lee et al. (2015) and Presutti et al. (2019). Investing in programs devoted to establishing market orientation culture in the organisation is not enough. To develop the sales force relational performance many other factors should be considered such as emotional engagement and relational learning. As a part of this research, we focused on the determinants of the sales force relational performance. A better understanding of the dimensions of this relational performance can 444 M. Toukabri et al. help managers in the telecom sector to identify the measures to adopt in order to improve the sales force performance and therefore the performance of their organisation. We acknowledge that this research is limited to the telecoms sector, its results cannot be generalised to other service sectors. In addition, it is important to add other explanatory variables such as confidence, given its impact on dyadic relationships and relational performance (Medlin et al., 2005). Additional research opportunities should overcome the limits mentioned. Thus, we propose to test the results in other sectors such as banking or tourism, and to carry out comparative studies to provide a better understanding of the antecedents and outcomes of the sales force relational performance. 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(2013) ‘Influence of relational capabilities on business performance case of: Kermanshah industrial city SMEs’, International Research Journal of Applied and Basic Sciences, Vol. 4, No. 3, pp.589–596. 450 M. Toukabri et al. Appendix Questionnaire This study, intend to investigate the antecedents of relational performance in the Tunisian market. Then, we invite you to complete this survey. Please give us your views so that relational performance can be enhanced. You are encouraged to be frank and constructive in your responses. Strongly Strongly Agree Uncertain Disagree agree disagree Customer orientation 1 2 3 4 5 6 The competitors orientation 1 2 3 4 The 1 inter-functional coordination 2 We monitor and closely evaluate our level of commitment when servicing customer needs. Business strategies are focused on delivering value on behalf of customers. Our competitive advantage is based on an understanding of customer needs. Our business objectives are determined for customer satisfaction. We pay special attention to after-sales service. We often value customer satisfaction. Senior management regularly discusses the strengths and weaknesses of competitors. We will react quickly to competitive actions. Customers are retained when we have a competitive advantage. Our sales force shares information about competitors. The customer information is freely communicated throughout our organisation. The internal functions of the company coordinate to meet the needs of the target market. Effect of sales force market-oriented behaviour on relational performance 3 The emotional 1 commitment of 2 the sales force towards 3 customers 4 5 6 Relationship learning 1 2 3 4 5 6 7 8 9 Our managers understand how employees can contribute to the valuation of customers. I feel close to my clients. I feel an emotional attachment to my clients. My clients matter a lot to me. In general, I like my clients. The expectations of my clients do not interest me much. The sales force really feels that the problems of the telecom agency were theirs. We exchange information on successful or unsuccessful experiences on an offer in a relational context. We exchange information about changes in consumer needs, preferences and behaviours. We exchange information about market changes. We exchange information about changes in the technology of the corresponding offer. We exchange information about unpredictable problems. The relational context stimulates productive discussion encompassing a variety of opinions. We have a lot of face-toface communication in this relationship. During the relationship, we adjust our common understanding of clients’ needs, preferences and behaviours. During the relationship, we adjust our common understanding of the technology trends related to our business. 451 452 M. Toukabri et al. Customer relational performance 10 We evaluate and, if necessary, update the formal contracts following our relationship. 11 We often meet, face-toface, to refresh the personal network in this relationship. 12 We evaluate and, if necessary, update the information stored in our electronic. 1 Customer satisfaction. 2 Customer ownership. 3 Word of mouth communication. Demographic information (optional) Gender: Male □ Female □ Level of instruction: Primary □ Age: Less than 25 □ 20–35 □ Wage: Less than 1,000 DT □ 1,000–2,000 DT 2,000–3,000 DT Over 3,000 □ □ DT □ Secondary □ Bachelor □ Master □ 35–50 □ PhD □ Over 50 □
