Abstract
•Comprehensive informal controls measures assist knowledge and theory building.•A nuanced informal controls framework sheds light on past research.•Informal controls have positive and negative effects on salesperson satisfaction and performance.•Sales managers can encourage positive aspects of informal controls.
Sales organizations are replete with informal forms of organizational control. Despite this, marketing and management literature has primarily focused on the theoretical development and empirical testing of formal, managerial forms of control. One reason research on informal controls has lagged is a lack of comprehensive measurement scales. Specifically, existing measures of the three principal types of informal controls—self, social, and cultural—do not capture the full dimensionality of the constructs (i.e., information, reward, and punishment aspects of informal controls). The authors take steps to remedy this situation by (1) outlining nine distinct dimensional types of informal control based on organizational control theory, (2) developing scales to measure the nine informal control constructs in a qualitative field study with 28 B2B salespeople, and (3) empirically validating the scales by establishing their psychometric properties and nomological validity using data collected from a diverse panel of 750 B2B salespeople.