Centralized or decentralized? How intra- and inter-team network centralization impacts customer-oriented selling and performance of the B2B cross-functional sales team

Purpose Based on the structural perspective of social network theory, this study aims at investigating how intra-team and inter-team network centralization of cross-functional B2B sales teams as well as their interaction influence team’s customer-oriented selling and sales performance, and the moderating effects of team structure (team instability) and sales complexity (customer purchase complexity) variables. Design/methodology/approach 319 valid responses from 76 cross-functional sales teams are used to test the hypotheses, and a structural equation model and hierarchical regression are employed to examine the proposed main and moderating effects. Findings The results indicate that intra-team centralization positively impacts customer-oriented selling, while inter-team centralization negatively impacts customer-oriented selling, and their interaction negatively impacts customer-oriented selling. Moreover, team instability positively moderates the link between intra-team network centralization and customer-oriented selling, and purchase complexity negatively moderates the relationship between inter-team network centralization and customer-oriented selling. Originality/value From a theoretical perspective, this paper extends the research level of customer-oriented selling from the individual level to the team level and enriches its antecedents from the network perspective. In addition, this study verifies the interaction effect of intra-team and inter-team centralizations on the team’s customer-oriented selling and sales performance, providing more comprehensive insights into the impact of network structure on team-level outcomes. From a practical perspective, the results offer valuable suggestions for enhancing customer-oriented selling and sales performance of B2B sales teams via effectively setting up the centralized intra-team network structure and the decentralized inter-team network structure.

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Publication Details

Journal
Marketing Intelligence & Planning
Published
2025-11-28
DOI
https://doi.org/10.1108/mip-08-2024-0587
Primary Topic
Advanced Technologies in Various Fields
Type
article
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article

Centralized or decentralized? How intra- and inter-team network centralization impacts customer-oriented selling and performance of the B2B cross-functional sales team

Bei Ma, Jing Zhang
Marketing Intelligence & Planning
Advanced Technologies in Various Fields
article

Centralized or decentralized? How intra- and inter-team network centralization impacts customer-oriented selling and performance of the B2B cross-functional sales team

Bei Ma, Jing Zhang
article en

Abstract

Purpose Based on the structural perspective of social network theory, this study aims at investigating how intra-team and inter-team network centralization of cross-functional B2B sales teams as well as their interaction influence team’s customer-oriented selling and sales performance, and the moderating effects of team structure (team instability) and sales complexity (customer purchase complexity) variables. Design/methodology/approach 319 valid responses from 76 cross-functional sales teams are used to test the hypotheses, and a structural equation model and hierarchical regression are employed to examine the proposed main and moderating effects. Findings The results indicate that intra-team centralization positively impacts customer-oriented selling, while inter-team centralization negatively impacts customer-oriented selling, and their interaction negatively impacts customer-oriented selling. Moreover, team instability positively moderates the link between intra-team network centralization and customer-oriented selling, and purchase complexity negatively moderates the relationship between inter-team network centralization and customer-oriented selling. Originality/value From a theoretical perspective, this paper extends the research level of customer-oriented selling from the individual level to the team level and enriches its antecedents from the network perspective. In addition, this study verifies the interaction effect of intra-team and inter-team centralizations on the team’s customer-oriented selling and sales performance, providing more comprehensive insights into the impact of network structure on team-level outcomes. From a practical perspective, the results offer valuable suggestions for enhancing customer-oriented selling and sales performance of B2B sales teams via effectively setting up the centralized intra-team network structure and the decentralized inter-team network structure.

Marketing Intelligence & Planning
Huazhong University of Science and Technology (CN), Wuhan Institute of Technology (CN)
Openalex Percentile: Top 80%
Advanced Technologies in Various Fields
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