Salesperson learning, organizational learning, and retail store performance

Simon J. Bell, Bülent Mengüç, Robert E. Widing

Research output: Contribution to journalArticlepeer-review

61 Citations (Scopus)


Salesperson learning has the potential to contribute to the competitive advantage of the firm by increasing its capacity for organizational learning. The relationship between employee and organizational learning is often taken-for-granted, yet the relationship between the two is complicated. The transfer of individual learning to the organizational level can not always be assumed. The authors examine this relationship, focusing on the facilitating role of organizational climate for learning and information dissemination efficiency in translating salesperson learning to organizational learning. The model, tested using a sample of 422 respondents from 113 retail stores in a national chain, is partly supported. Individual learning was found to be postitively associated with organizational learning and organizational climate for learning had a positive moderating effect on this relationship. The hypothesized moderating effect of information dissemination efficiency was insignificant. Implications for theory and management are discussed.

Original languageEnglish
Pages (from-to)187-201
Number of pages15
JournalJournal of the Academy of Marketing Science
Issue number2
Publication statusPublished - 2010


  • Information dissemination
  • Organizational learning
  • Organizational learning climate
  • Retail store performance
  • Salesperson learning


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