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THE FLORIDA STATE UNIVERSITY

COLLEGE OF BUSINESS

CROSS-SELLING PERFORMANCE IN SERVICES: AN INTERNAL

MARKETING PERSPECTIVE

By

JAMES J. ZBOJA

A Dissertation submitted to theDepartment of Marketing

in partial fulfillment of the

requirements for the degree of

Doctor of Philosophy

Degree Awarded:Fall Semester, 2006

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The members of the Committee approve the dissertation of James J. Zboja defended on

November 6, 2006.

Michael D. HartlineProfessor Directing Dissertation

James M. Carson

Outside Committee Member

Ronald E. Goldsmith

Committee Member

Daekwan Kim

Committee Member

Approved:

Caryn L. Beck-Dudley, Dean, College of Business

The Office of Graduate Studies has verified and approved the above named committee members.

ii

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TABLE OF CONTENTS

List of Tables v

List of Figures vi

ABSTRACT vii

1. INTRODUCTION 1

Chapter Introduction 1Relationship Marketing and Services 2

Contributions and Implications 4

Dissertation Overview 5

2. LITERATURE REVIEW 7

Chapter Introduction 7

Cross-Selling 7Overview 7

The Present Study 11Cross-Selling of Insurance Services 12Perceived Cross-Selling Support 13

Cross-Selling Training 14

Cross-Selling Incentives 15Management Commitment to Cross-Selling 16

Workgroup Commitment to Cross-Selling 17

Direct Antecedents of Cross-Selling Performance 18

Cross-Selling Self-Efficacy 19Motivation to Cross-Sell 20

Cross-Selling Role Clarity 22

Cross-Selling Performance 23Chapter 2 Summary 26

3. RESEARCH MODEL AND HYPOTHESES 28Chapter Introduction 28

The Influence of Perceived Cross-Selling Support 29

Effects of Cross-Selling Training 29

Effects of Cross-Selling Incentives 30Effects of Management Commitment to Cross-Selling 31

Effects of Workgroup Commitment to Cross-Selling 32

The Influence of the Direct Antecedents of Cross-Selling Performance 34Effects of Cross-Selling Self-Efficacy 34

Effects of Motivation to Cross-Sell 35

Effects of Cross-Selling Role Clarity 36Chapter 3 Summary 38

4. RESEARCH METHOD 39Chapter Introduction 39

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Sample 39

Measures 45Data Analysis 50

Measurement Model Results 50

Structural Model Results 55

Hypothesis Testing Results 55Perceived Cross-Selling Support Relationships 56

Direct Antecedents of Cross-Selling Performance Relationships 59Chapter 4 Summary 60

5. DISCUSSION 61Chapter Introduction 61

Principal Research Findings 61

Perceived Cross-Selling Support Relationships 63

Direct Antecedents of Cross-Selling Performance Relationships 68Managerial Implications 71

Limitations of the Dissertation 74Recommendations for Future Research 75

APPENDICES

A. MEASURES USED 79B. DATA COLLECTION INSTRUCTIONS FOR PARTICIPANTS 84

C. HUMAN SUBJECTS COMMITTEE APPROVAL 85

REFERENCES 86

BIOGRAPHICAL SKETCH 99

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LIST OF TABLES

1. Demographics of Sample 42

2. Means, Standard Deviations, and Correlations among the Variables 443. Significant Demographic ANOVA Results 45

4. Scales Used in the Dissertation 465. Confirmatory Factor Analysis Results 51

6. Structural Model Results 56

7. Summary of Hypothesis Tests Results 62

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LIST OF FIGURES

1. Hypothesized Theoretical Cross-Selling Performance Model to be Tested 06

2. Hypothesized Cross-Selling Performance Model to be Tested 28

3. Path Coefficient Results of the Impact of Perceived Cross-Selling Support 584. Path Coefficient Results of the Impact of Direct Antecedents to Cross-

Selling Performance 595. Reduced Theoretical Model 63

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ABSTRACT

This dissertation tests a comprehensive model of cross-selling performance in the

context of services. Specifically, the present study examines three antecedents (in the

form of cross-selling role clarity, cross-selling self-efficacy, and motivation to cross-sell)

to the specific realm of cross-selling performance, while also determining the relative

influence of more managerially actionable variables (cross-selling training, cross-selling

incentives, management commitment to cross-selling, and workgroup commitment to

cross-selling--under the umbrella of the term perceived cross-selling support) on these

direct antecedents. Although management may be responsible for the decision to initiate

cross-selling as a practice for the organization to undertake, it is ultimately the efforts of

the employees, who implement the strategy of cross-selling, that determine its success or

failure. Therefore, this study takes an internal marketing perspective, in that it seeks to

help determine which management strategies can best be used to motivate the salesperson

to attain high levels of cross-selling performance. Using a sample of 225 independent

insurance salespeople, eight of the seventeen study hypotheses tested were supported by

the data. The empirical results, though mixed, serve to provide interesting findings for

cross-selling in the realm of services. The dissertation also provides additional directions

for research on cross-selling in services.