Antecedents and consequences of salespeople’s resilience in B2B industry: how salespeople’s resilience drives their ambidexterity

Purpose Although resilience is increasingly recognized as a vital capability in dynamic B2B sales environments, its theoretical positioning and behavioral mechanisms remain under-explored. This study aims to reconceptualize resilience as an internal opportunity within the motivation–opportunity–ability (MOA) framework and consistent with conservation of resources theory, develops an integrated model explaining how resilience enables salesperson ambidexterity. Design/methodology/approach Six motivational drivers, two behavioral mediators (adaptive and consultative selling) and one contextual moderator (customer demandingness) were hypothesized. Structural equation modeling on survey data from 469 Chinese B2B salespeople tested the model; most predicted paths were supported. Findings Customer orientation, locomotion orientation, self-efficacy, authentic leadership, empowerment and compensation system all bolster resilience. In turn, resilience promotes ambidexterity through adaptive and consultative selling behaviors. Customer demandingness amplifies only the resilience–salesperson ambidexterity link, with no significant effects on other paths, suggesting a boundary-condition rather than universal moderation. Originality/value Positioning resilience as an internal opportunity extends MOA theory to the salesforce domain and clarifies dual behavioral pathways to ambidexterity. The study offers actionable guidance on cultivating resilient, ambidextrous sales teams by aligning individual traits with supportive organizational practices, underscoring resilience as a strategic resource for managing sales complexity and enhancing sales performance.