Abstract Sales managers often take on the dual responsibilities of managing a sales team and selling to customers. This practice raises questions about how sales managers’ time allocation to managing and selling activities affects sales team performance. Building on qualitative findings, this research first highlights and categorizes activities that are regularly competing for the limited time resources of today’s sales managers. Our qualitative results reveal a prevalence of sales managers taking a “hybrid” approach to managing their sales teams by regularly allocating time toward both managing and selling activities. Through a resource allocation lens, we investigate how the time allocation decisions of these hybrid sales managers influence sales team performance. Our findings underscore the importance of effective time management for sales managers across a core set of leader behaviors, including managing people, managing information (planning and analysis), customer interaction, and administrative tasks. Ultimately, boundary conditions suggest counterintuitive implications of team experience on the value derived from various manager activities. Findings suggest that when managing more (less) experienced teams, managers should focus on spending more time on managing people (customer interaction).

中文翻译：

---

当时间就是销售：销售经理时间分配决策对销售团队绩效的影响

摘要 销售经理通常承担管理销售团队和向客户销售的双重职责。这种做法引发了关于销售经理在管理和销售活动上的时间分配如何影响销售团队绩效的问题。在定性调查结果的基础上，本研究首先突出并分类了经常争夺当今销售经理有限时间资源的活动。我们的定性结果表明，销售经理普遍采用“混合”方法来管理销售团队，定期为管理和销售活动分配时间。通过资源分配的视角，我们调查了这些混合销售经理的时间分配决策如何影响销售团队的绩效。我们的发现强调了销售经理在一系列核心领导行为中有效时间管理的重要性，包括管理人员、管理信息（计划和分析）、客户互动和管理任务。最终，边界条件表明团队经验对从各种经理活动中获得的价值产生了违反直觉的影响。调查结果表明，在管理更多（更少）经验丰富的团队时，管理者应该将更多的时间花在管理人员（客户互动）上。