Sales Management Control Strategies in Banking - Strategic Fit and Performance Impact

Acknowledgements

Table of Contents

List of Figures

List of Tables

List of Equations

List of Abbreviations and Symbols

1 Introduction

1.1 Problem Definition

1.2 Research Objectives and Contribution to Literature

1.3 Structure of Analysis

2 Banking in Germany

2.1 Overview of the German Banking Market

2.2 The Three Pillars of the German Banking System

2.2.1 Private Commercial Banks

2.2.2 Savings Bank Group

2.2.3 Cooperative Banking Group

2.3 Segmentation of the Banking Industry

2.3.1 Retail Banking

2.3.2 Private Banking

2.3.3 Corporate Banking

2.4 Current Development

2.5 Summary

3 Terminological, Conceptual, and Theoretical Basics

3.1 Strategy and Strategic Management

3.1.1 Concept of Strategy

3.1.1.1 Evolution and Definition

3.1.1.2 Levels of Strategy

3.1.1.3 Banking Business Strategy

3.1.2 Strategic Management

3.1.2.1 Evolution and Definition

3.1.2.2 Configurational School

3.1.2.2.1 Fit Concept

3.1.2.2.2 Development of Configurations

3.2 Sales Management Control

3.2.1 Evolution and Definition

3.2.2 Formal Management Controls

3.2.2.1 Behavior Control

3.2.2.2 Compensation Control

3.2.3 Informal Management Controls

3.2.3.1 Self Control

3.2.3.2 Professional Control

3.2.3.3 Cultural Control

3.2.4 Underlying Theories

3.2.4.1 Applicability of Theories

3.2.4.2 Transaction Cost Analysis

3.2.4.3 Agency Theory

3.2.4.3.1 Evolution and Definition

3.2.4.3.2 Positivist Agency Theory

3.2.4.3.3 Principal-Agent Theory

3.2.4.4 Organizational Control Theory

3.3 Internal and External Influencing Variables

3.3.1 Organizational Structure and Characteristics

3.3.1.1 Organizational Culture

3.3.1.2 Organizational Centralization

3.3.2Environmental Parameters

3.4 Performance

3.4.1 Sales Organization Outcomes

3.4.2 Salesperson Behavioral Performance

3.4.3 Salesperson Outcome Performance

3.5 Summary

4 Theoretical Framework and Hypotheses

4.1 Theoretical Framework

4.2 Theoretical Hypotheses

4.2.1 Strategy Control Fit

4.2.2 Organization Control Fit

4.2.3 Influence of the Environment on Configurations

4.3 Model Summary

5 Empirical Data

5.1 Data Gathering

5.3 Operationalization of the Constructs

5.3.1 Overview of the Operationalization Approach

5.3.2 Sales Management Control Strategy

5.3.3 Bank Strategy

5.3.4 Organization-Specific Characteristics

5.3.5 Environmental Parameters

6 Empirical Analysis of the Theoretical Model

6.1 Analysis of the Relationships in the Theoretical Model

6.1.1 Criteria for the Evaluation of PLS Models

6.1.2 General Evaluation of the Theoretical Model

6.1.3 Strategy Control Fit

6.1.3.1 Assessment of Predictability

6.1.3.2 Testing of Research Hypotheses

6.1.4 Organization Control Fit

6.1.4.1 Assessment of Predictability

6.1.4.2 Testing of Research Hypotheses

6.1.5 Environmental Influence on Configurations

6.1.5.1 Assessment of Predictability

6.1.5.2 Testing of Research Hypotheses

6.2 Analysis of the Performance of Configurations

6.2.1 Identification of Ideal Empirical Profiles

6.2.2 Performance Impact of Adherence to Ideal Empirical Profiles

6.2.3 ence of Ideal Empirical Profiles with Theoretical Relationships

6.2.3.1 Strategy Control Fit

6.2.3.2 Organization Control Fit

6.2.3.3 Environmental Influence on Configurations

6.3 Discussion of the Results

7 Conclusion

7.1 Final Comments and Recommendations

7.2 Implications for Future Research

Bibliography

Appendices

Index