Salesperson Resistance to Sharing Market Intelligence in Sub-Saharan Africa

This article presents a framework for exploring salesperson(s) resistance to sharing market intelligence in emerging markets in Sub-Saharan Africa. The authors propose that resistance to sharing market intelligence with relevant others, including the firm, coworkers, intermediaries, and sales managers, is a function of various individual, leadership, and organizational (firm) factors. This framework helps researchers understand how and why resistance develops among salespeople. Moreover, implications from these findings are presented to assist practitioners who wish to persuade and encourage African salespeople to share market intelligence for the benefit of their firms.