Maintaining the permanence of a company in the current rapidly changing business environment is not an easy task. Rather, the lifespan of a company can be said to be gradually decreasing. As such, the author of this paper, which describes the current market environment, is the sales organization of a large company. While leading the company, I thought about how to overcome the rapidly changing market and create an organization that continues to grow. As a result, I succeeded in creating an organization that continued to grow over the past two years, and the main activity of this result was the use of sales computer. It was clear that it was an information sharing activity. This can be said to be a result of proving that a series of activities to create and share information is important for the sales organization of ICT companies to actively respond to the rapidly changing market environment. Therefore, this study attempted to examine the relationship between knowledge management and business performance in the sales field of ICT companies, which has not been covered so far. Knowledge management is a four-stage activity from a process perspective, divided into knowledge creation, knowledge storage, knowledge transfer, and knowledge utilization. did. As a result of the study, first, knowledge management activities, such as knowledge creation and knowledge storage, were found to have a significant impact on financial performance. Second, knowledge management activities such as knowledge creation, knowledge storage, knowledge transfer, and knowledge utilization were all found to have an impact on non-financial performance. In the end, this study confirmed that efforts to turn tacit knowledge into knowledge in order to respond to the ever-changing ICT market are ultimately an important factor in growing a company.

Although many studies have found a positive relationship between learning orientation and performance, there is still a debate in the learning literature that learning-oriented behaviours may be inefficient or even dysfunctional under certain circumstances (Bunderson and Sutcliffe, 2003, March, 1991) when learning without assurance of results can be time-consuming and negatively influence performance (March, 1991). The learning literature shows that whether learning orientation, of any level, can improve or restrain performance depends on different contexts, suggesting the look for a moderator for this relationship. Furthermore, it can be seen from the literature of learning orientation that all of studies up to now have examined learning orientation only at a single level, individual-level or organization-level. This shows an important lack of literature, given the multilevel nature of learning when individuals act as learning agents for organizations and organizations create environments for learning of individuals (Argyris and Schön, 1978). Therefore, this study is among the first to investigate the effect of learning orientation on performance in the sales management context at two levels: salesperson-level and sales team-level. The next contribution of this study to the literature is the argument of the double-edged effects of team-level social capital moderating the link between learning orientation and performance. Very few studies have discussed the dark side of social capital, (Villena et al., 2011) although the dark side of social capital has been warned in studies of sociology (Granovetter, 1985), strategy (Adler and Kwon, 2002). This study extends the literature by investigating the curvilinear moderating role of social capital on the relationship between learning orientation and performance.

In this study, we investigated and analyzed the registration, sales and regulatory management system of in vitro diagnostic veterinary medical reagents (IVDVMRs) in Korea. The registration of IVDVMRs has gradually increased since 2000, and total of 233 products from 58 companies were registered from 1975 to 2014. The market size of IVDVMRs is estimated to be approximately 12 billion Won per year from 2011 to 2013: the export sales and proportion was estimated to be 36.8% as 4.4 billion Won in 2013. Of these products, the ranking of the sales were canine heartworm, bovine tuberculosis, swine fever, porcine reproductive and respiratory syndrome, canine distemper+adenovirus+parvovirus disease, foot and mouth disease, etc. In vitro diagnostic human medical reagents were diverted biological medicine from the medical devices by the revision of the Pharmaceutical Affairs Law Enforcement Regulations in 2014 in Korea. In contrast, in vitro diagnostic devices for animal were still managed as medical devices and biological medicines, respectively. The diagnostic reagents for infectious diseases have neither classification nor grade systems. Good manufacturing practices (GMP) requirements on IVDVMRs were also exempted from the current system. This study suggested that the registration of the IVDVMRs has increased since 2005, and regulations of these devices should be improved for the effective operating system.

New product promotion is an expensive and time-consuming process that suffers from a high failure rate. Scholars have examined the relationships between product introduction and sales force management, but the importance of the sales force in selling new products can still be further explored (Fu, Richards, , Hughes, , & Jones, 2010; Spanjol, Tam, Qualls, & Bohlmann 2011). The purpose of this paper is to examine the influence of perceived sales management controls on a salesperson’s new products sales performance (i.e., electronic goods) in a business-to-business context. In addition, the direct, mediated, and moderating influences of market orientation on sales performance will also be investigated.Through the literature reviewed (e.g., Evans, Landry, Li, & Zou, 2007; Matsuo, 2009; Matear, Osborne, Garrett, & Gray, 2002), this paper proposes its hypotheses. In terms of the antecedents of sales performance, this research focuses on the effects of innovativeness (Matsuo, 2009). Second, based on the works of Evans et al. (2007) and Matsuo (2009), this study proposes that management controls (i.e., behavior-based control, knowledge-based control, and output-based control) both directly and indirectly affect sales department performance by first influencing innovativeness. Third, this research intends to examine the effect of organization psychological climate, which is market orientation, on the innovativeness and performance of sales departments (Matear et al., 2002). Finally, this study investigates the moderating effects of an organization’s market orientation on the relationship between sales innovativeness and performance (Matear et al., 2002).EMBA and MBA students were recruited as interviewers to gather data. The companies involved in this study were electronics product manufacturers that were publicly listed on the Taiwan Stock Exchange. A total of 315 complete responses were obtained. The target research question was “what are the determinants of a sales department’s new product sales performance?” This study used partial least squares (PLS) to examine the proposed model.This research found that sales department innovativeness is positively linked with new product sales performance. For the effectiveness of management controls, the results show that sales management controls (i.e., output-based control, behavior-based control, and knowledge-based control) positively affect department innovativeness but cannot influence performance directly. As for marketing orientation’s influences, this current research confirmed an organization’s market orientation-ness cannot positively affect sales department’s innovativeness and performance when selling new product. However, market orientation can positively moderate the relationship between innovativeness and performance. Based on the findings of this research, managerial implications have been put forth.

This study examines the relationship between multiple sales force management practices and performance within each of Miles & Snow (1978)'s strategy types and Walker & Ruekert (1987)'s strategy types. The findings are as follows First, Prospectors seem to

This study examines the relationship between multiple sales force management practices and performance within each of Miles & Snowꡑs strategy types(1978) and Walker & Ruekertꡑ s strategy types(1987). The findings are as follows : First, Prospectors seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, moderate levels of supervision, outcome-based control system and incentive-oriented compensation system. Second, Analyzers seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, outcome-based control system to deal with the instability in their strategic focus. Third, Low Cost Defender seem to be associated with increased performance when they are utilizing a relationship selling strategy, external sales force, low levels of supervision, outcome-based control system and salary-oriented compensation system. Fourth, Differentiated Defenders seem to be associated with increased performance when they are utilizing a relationship selling strategy, high levels of supervision, balanced(outcome+behavior) control system and salary-oriented compensation system.