Salesperson resistance to change: an empirical investigation of antecedents and outcomes

The purpose of this paper is to investigate why salespeople resist change and the impact of resistance to change on customer responsiveness and performance outcomes.

Survey responses derived from 233 salespeople from three large financial institutions in Mexico are used to test relationships involving salespersons’ resistance to change.

Salespeople are more likely to resist change if they believe that change increases their workload. They are less likely to resist change when they have higher levels of job autonomy and self‐efficacy. Resistance to change has a negative impact on customer responsiveness and salesperson's performance.

This study makes an important contribution to the literature by identifying factors that explain salesperson's resistance to change. Study findings rely on salesperson survey responses collected in one country and industry. Future research is needed to assess the generalizability of findings and causality of the proposed relationships.

Resistance to change affects the salespersons’ capacity to respond to customer demands and ultimately undermines performance. Managers can help reduce resistance to change by providing salespeople with greater job autonomy and by explaining how change affects their workload.

To the authors’ knowledge, this is the first paper linking salesperson resistance to change to job performance.