Exploring the influence of salesperson lone wolf tendencies on customer value co-creation: a social exchange perspective

Purpose As business-to-business (B2B) sales organizations increasingly adopt collaborative and solution-oriented selling approaches, the lone wolf tendencies (LWTs) in salespeople require further examination due to their potential to impact salesperson–customer relationships. With shifts toward cooperative paradigms favoring value co-creation between salespeople and their customers, LWTs may act as a deterrent to building successful and mutually collaborative salesperson–customer relationships. Although the potential link between salesperson personality traits and customer reactions in B2B sales has been suggested, it is unclear how the impact of salesperson’s LWTs on customer value co-creation is. Thus, the purpose of this study is to examine the effects of LWTs on value co-creation and relationship building. Design/methodology/approach A multimethod, multistudy approach was used to explore the link between salesperson LWTs and customer responses by analyzing data from B2B salespeople, customers and company sales figures, using a social exchange framework that emphasizes trust and conflict levels. Findings The results from the quantitative study indicate that salesperson LWTs reduce customer value co-creation, which can, in turn, boost sales performance while decreasing customer propensity to leave. The findings suggest that salespeople with higher LWTs are more likely to undermine customer trust and escalate conflicts with customers. A qualitative study confirms earlier quantitative results and shows how LWTs are deeply embedded in sales culture, especially in high-autonomy, high-pressure environments. While LWTs can promote short-term individual success, they also pose risks to team cohesion and long-term value – highlighting the importance of strategic management that balances independence with collaboration. Originality/value The study’s insights offer a theoretical contribution to the sales literature by revealing the mechanisms through which salesperson LWTs influence customer relationships and ultimately impact sales performance. The study offers a clearer understanding of how LWTs impact sales and behavioral performance. By advancing the knowledge of these complex dynamics, this research provides valuable insights for both academicians and practitioners.