Introduction
Research Background
We Are Social highlights the emergence of a new type of global agency that merges a deep understanding of social media with expertise in digital marketing and public relations, emphasizing innovative and effective social media strategies Their report on Southeast Asia in January 2014 reveals that the region boasts nearly 196 million internet users, representing a 31% penetration rate, along with approximately 162 million active social network users, equating to a 26% penetration in social networking.
As of July 1, 2014, Vietnam had approximately 40 million internet users, reflecting a 9% growth compared to the previous year, according to Internet Live Stats This accounts for 1.28% of the world's total internet users, positioning Vietnam at 14th in global rankings Additionally, a January 2014 report by We Are Social highlighted that social media penetration in Vietnam reached 38% of the total population, with internet users spending an average of 6 hours and 20 minutes online daily across all devices, while social media users dedicate about 2 hours each day to social platforms.
In Vietnam, social media usage is remarkably high, with 97% of internet users having accounts on platforms like Facebook, Google+, Twitter, LinkedIn, and Pinterest; 81% of these users engaged with social media in the past month Specifically, 67% use Facebook, 34% Google+, 16% Twitter, 8% LinkedIn, and 5% Pinterest According to Kemp (2014), social networking professional groups (SNPG) can be defined by shared interests, motivations, and attitudes, allowing users to connect with like-minded individuals This affinity is driven more by shared passions than geographical location As a result, numerous e-communities and groups are continually emerging in Vietnam, enabling members to connect, share experiences, and discuss topics of mutual interest.
Vietnam's rapid growth in social networking presents significant opportunities for organizations and sales professionals The expansive benefits of social media enable effective customer engagement, relationship building, and outreach to new prospects This dynamic landscape allows businesses to enhance customer service, manage product warranties, and introduce new products, making it essential for salespersons to leverage these platforms for success.
To gain a comprehensive understanding of Social Networking Professional Groups (SNPG) in Vietnam, salespeople must explore the perceptions and emotions of individuals involved in these groups Additionally, it is crucial for them to identify the factors that influence their participation in SNPG By doing so, salespeople can enhance their skills and improve their work performance through effective engagement in these professional networks.
Research Problems
Social networking platforms (SNPG) like Facebook, Twitter, LinkedIn, Google Plus, Pinterest, forums, and blogs have become essential in modern society, enabling users to share information, forge new connections, and maintain relationships both online and offline These platforms not only help individuals connect but also assist businesses in identifying and engaging potential customers, building strong customer relationships, and addressing complaints promptly Sales professionals, acting as boundary-spanners within organizations, can leverage SNPG for personal and professional growth, ultimately enhancing their productivity and job performance.
Salespersons join the SNPG for various reasons, including enhancing customer service and attracting new clients While the company focuses on its business strategy, it also engages in marketing campaigns and public relations efforts to promote SNPG Each participant tailors their approach according to specific goals and objectives, ensuring effective account development.
Social capital theory identifies three key benefits of Social Networking Professional Groups (SNPG) for users: bridging, bonding, and maintaining (Ellison et al., 2007) Salespersons perceive these benefits as supportive when they join such groups (Madanka et al., 2013) Despite extensive literature on social capital theory, there is a notable gap in research exploring its application in online environments, particularly regarding how salespersons leverage SNPG to enhance their work performance This research thesis aims to investigate the relationship between the three benefits of social capital—SNPG bridging, bonding, and maintaining—and their impact on the performance and self-efficacy of salespersons in the workplace.
Research Objectives
The overall objective of this study is to examine SNPG benefits to Salespersons performance Typically, it investigates:
The relationship between SNPG Bridging and Self-Efficacy of Salespersons
The relationship between SNPG Bonding and Self-Efficacy of Salespersons
The relationship between SNPG Maintaining and Self-Efficacy of Salespersons
The relationship between Self-Efficacy of Salespersons and Salespersons
Research Methodology and Scopes
Many researchers are increasingly adopting a mixed-methods approach that combines qualitative and quantitative research to enhance the accuracy and comprehensiveness of their studies Qualitative research facilitates the collection of diverse ideas and opinions, enabling adjustments to the study as needed In contrast, quantitative research ensures a larger sample size for surveys, allowing for more reliable data analysis and results.
The researcher employs the Statistical Package for the Social Sciences (SPSS) software for effective data analysis Initially, Descriptive Statistics are examined, followed by testing the reliability of the scales using Cronbach’s Alpha and conducting Factor Analysis Ultimately, Regression analysis is utilized to explore the relationship between independent and dependent variables.
This study is to research salespersons performance in SNPG in Vietnam, so, the scope of this research is restricted to all salespersons who mostly live in Hanoi City and
Ho Chi Minh City and Hanoi are the two largest cities in Vietnam, characterized by their substantial populations, advanced technology, and stable infrastructure Residents in these urban areas enjoy superior access to social networking sites compared to those in other regions To ensure the validity of this study, all respondents must be familiar with social networking platforms and possess an active account; otherwise, their responses will be deemed unqualified for data analysis.
The Structure of Research
The structure of this study consists of five chapters:
This chapter presents research background of the study, as well as, research problems, research objectives, research scopes
Chapter 2: Literature Review and Hypotheses Development
This chapter provides the literature review and previous studies Still, the conceptual model of the study and the hypotheses are also presented
This chapter outlines the methodology employed to design and execute the research, aligning with the established objectives and scope It also details the processes undertaken throughout the research.
This section presents a comprehensive analysis of the survey data, highlighting the impact of various factors on attitudes toward participation in SNPG Each factor will be examined in detail based on the withdrawal results from the analysis.
Chapter 5: Conclusions, Implications and Limitations
Literature Review and Hypothesis Development
Social Networking Professional Groups (SNPG)
According to Scoot & Johnson (2005), SNPG, or e-communities, are defined as organized groups of individuals with shared interests who communicate regularly over the Internet These communities offer a variety of tools for learning, personal development, and collective action, fostering a complex and enriching network of social relationships.
Social networking platforms (SNPs) like Facebook, Twitter, LinkedIn, and Pinterest have emerged as a significant global phenomenon, connecting over a billion individuals through virtual communities These platforms facilitate interaction among friends and colleagues, enabling the exchange of valuable knowledge while exposing users to a wide array of brands SNPs have become essential in modern society, serving as tools for sharing information, building new connections, and maintaining relationships both online and offline, each catering to specific target audiences and offering unique benefits.
2.2 Social Capital: Bridging, Bonding, and Maintaining
Social capital, as defined by social capital theory, refers to the resources that enable organizations and individuals to effectively request support from their followers It can be likened to an intangible bank account that grows through active listening, engagement, and reciprocal favors (Solomon, 2013).
Social capital encompasses relational, structural, and content dimensions that enhance sharing and collective action It includes norms and networks that foster cooperative behavior, highlighting the benefits of strong connections among individuals and social units By measuring the value of these relationships, social capital reflects the interconnectedness of residents within their communities (Huvila et al., 2009; Frank, 2010).
Social capital is an essential component of economic development, encompassing aspects such as social support, integration, cohesion, teamwork, and the density of interactions among colleagues (Madanka et al., 2013) According to Adler and Kwon (2002), social capital represents the goodwill accessible to individuals or groups, stemming from the structure and content of their social relationships The benefits of social capital arise from the information, influence, and solidarity it provides to others.
Jones (1987) highlighted the influence of social network support perceptions, self-esteem, study participation duration, and motivation on social network use These factors, such as the desire to make new friends, attract customers, share experiences, and gather information, interact with social network support to predict shifts in emotional and cognitive well-being, as well as self-efficacy.
Social capital plays a crucial role in enhancing social networking by reducing opportunism and monitoring costs, promoting cooperative behavior, and fostering innovative organizations that seize new opportunities It emphasizes the importance of structural relationships rather than individual actions within social networks (Madanka et al., 2013) Additionally, there is a significant connection between support for social networking and media engagement—such as the Internet, video games, and mobile devices—and personal well-being (Castella et al., 2011) This support empowers individuals to build strong, reciprocal relationships, share valuable information, and engage positively with others Encouraging feedback, acknowledging contributions, and fostering a culture of giving credit are essential for enhancing reputation and constructive dialogue (Solomon, 2010).
According to Ellison et al (2007), social capital offers three key benefits within social network personal groups (SNPG): bridging, bonding, and maintaining Bridging social capital is associated with "weak ties," which are loose connections that facilitate the exchange of useful information and diverse perspectives among individuals, although they generally lack emotional support (Granovetter, 1982).
Salesperson self-efficacy, as defined by Chelariu & Rodney (2011), refers to an individual's belief in their ability to organize and execute actions necessary to meet sales performance goals (Bandura, 1978) This concept focuses not on the skills one has, but rather on the confidence in utilizing those skills effectively (Bandura, 1986) Culturally, self-efficacy aligns with traditional Western values of mastery, self-reliance, and achievement (Gecas, 1989).
Self-efficacy, as defined by Sujan et al (1994), is a domain-specific construct that is broader than expectancy related to specific sales tasks but narrower than self-esteem, which encompasses all areas of life Research indicates that strong self-efficacy beliefs correlate with enhanced task performance and superior sales outcomes (Ryerson, 2003) According to Sujan et al (1994), individuals with high self-efficacy are more motivated to "work hard" and "work smart," leading to better performance in sales compared to those with lower self-efficacy Essentially, self-efficacy reflects an individual's confidence in their ability to execute the necessary actions in various situations.
Self-efficacy, a key concept pioneered by Albert Bandura, emphasizes the belief in one's ability to utilize existing skills effectively According to Bandura (1986), self-efficacy is not merely about the skills one has but rather the judgment of what one can achieve with those skills (Ryerson, 2003) This foundational theory has significant implications for personal development and motivation.
Joining SNPG networks offers significant benefits for salespersons, as it enhances their professional knowledge and skills while fostering valuable connections with current and potential customers This engagement not only boosts their self-efficacy but also translates into improved sales performance in their roles.
There are two types of social capital: bridging and bonding Putnam (2000)
Bridging social capital fosters connections among individuals from diverse backgrounds, facilitating the exchange of valuable information and resources According to Putnam (2000), it enhances access to external assets and promotes information diffusion While bonding social capital creates solidarity within groups, bridging social capital links disparate individuals and opens doors to opportunities beyond their immediate circles.
Based on this prior work, we proposed the following hypothesis having relation between Social Capital: SPNG Bridging and Self-Efficacy of Salespersons:
H1: SNPG bridging is positively associated with Self-Efficacy of Salespersons
According to Putnam (2000), "bonding social capital" is often monopolized and exists among close personal relationships, such as family and friends, who offer mutual emotional and physical support This type of social capital stems from strong interpersonal connections, highlighting its diversity Furthermore, bonding social capital is essential for fostering specific reciprocity and mobilizing solidarity within these close-knit groups.
Patulny and Svendsen (2007) highlight the advantages of bonding social capital, emphasizing its role in lowering transaction costs within familiar closed networks These networks enable special interest groups to collaborate effectively, imposing costs on non-members to advance their collective interests, resulting in significantly greater benefits compared to broader cooperative efforts.
Self-Efficacy of Salespersons
Salesperson self-efficacy, as defined by Chelariu & Rodney (2011), refers to an individual's belief in their ability to organize and execute actions necessary to meet specific sales performance goals (Bandura, 1978) This concept focuses not on the skills possessed, but rather on the individual's assessment of what they can achieve with those skills (Bandura, 1986) Culturally, self-efficacy aligns with traditional Western values like mastery, self-reliance, and achievement (Gecas, 1989).
Self-efficacy, as defined by Sujan et al (1994), is a domain-specific construct that is broader than expectancy, which pertains to success in specific sales tasks, but narrower than self-esteem, which encompasses success across all life domains Research indicates that strong self-efficacy beliefs correlate with enhanced task performance and higher sales achievements (Ryerson, 2003) Sujan et al (1994) emphasize that performance orientation drives both hard work and smart strategies, particularly among salespeople with high self-efficacy compared to their less self-efficacious counterparts Ultimately, self-efficacy reflects an individual's confidence in their ability to execute actions effectively in various situations.
Self-efficacy, a concept established by Bandura, is fundamental in understanding individual capabilities Bandura (1986) emphasizes that self-efficacy is not merely about the skills one has but rather about the belief in what one can achieve with those skills (Ryerson, 2003).
Joining SNPG networks offers significant benefits for salespersons, enhancing their professional knowledge and skills while fostering valuable connections with current and potential customers This networking opportunity boosts their self-efficacy, ultimately contributing to improved sales performance in their roles.
There are two types of social capital: bridging and bonding Putnam (2000)
Bridging social capital fosters connections among individuals from diverse backgrounds, facilitating the exchange of valuable information and resources According to Putnam (2000), it enhances access to external assets and promotes the diffusion of information While bonding social capital strengthens solidarity within groups, bridging social capital links disparate individuals, opening doors to opportunities beyond their immediate circles.
Based on this prior work, we proposed the following hypothesis having relation between Social Capital: SPNG Bridging and Self-Efficacy of Salespersons:
H1: SNPG bridging is positively associated with Self-Efficacy of Salespersons
According to Putnam (2000), "bonding social capital" refers to the strong interpersonal connections among close acquaintances, such as family and friends, who offer mutual emotional and physical support This type of social capital can be monopolized and is essential for fostering specific reciprocity and mobilizing solidarity within these tight-knit groups The diversity of these social bonds enhances the overall strength of social capital.
Patulny and Svendsen (2007) highlight that bonding social capital leads to significant benefits, including lower transaction costs among familiar individuals This concept emphasizes the importance of secure, closed networks where special interest groups collaborate to impose costs on non-members, ultimately prioritizing the interests of their members The advantages gained from this cooperation far exceed those achieved through broader collaborative efforts.
Bonding social capital, as defined by Meadowcroft and Pennington (2008), refers to the strong cohesion among small groups of similar individuals, including family, close friends, and colleagues, as well as members of ethnic or religious communities In contrast, bridging social capital encompasses the networks that connect acquaintances from diverse backgrounds, such as the relationship between a businesswoman and her customers.
These arguments lead to following hypothesis:
H2: SNPG bonding is positively associated with Self-Efficacy of Salespersons
Bonding social capital exists among individuals in close, emotionally connected relationships, like family and friends This article reviews existing literature on bonding and bridging social capital in relation to the Internet and introduces the concept of "maintaining social capital." This new dimension examines how online networking tools can help individuals sustain valuable connections within their professional and social networks throughout life changes (Ellison et al., 2007).
Penard and Poussing, (2010) state that: interesting relations between participatory online capital, a high level of trust in others increases the probability of maintaining social capital through the Internet
Based on this prior work, we proposed the following hypothesis having relation between SPNG Maintaining and Self-Efficacy of Salespersons:
Salespersons Performance
Barling and Beattie (1983) established a link between self-efficacy beliefs and the performance of salespeople, highlighting the relevance of self-efficacy theory in a business context Their research demonstrates that individuals are more likely to excel in sales when they possess confidence in their skills, as evidenced by a positive correlation with objective sales performance metrics.
Salesperson performance, as defined by Michael (2010), encompasses various evaluation measures, including presentation skills, product knowledge, customer relations, and sales volume Additionally, the sales behaviors of professionals are characterized by the psychological and physiological actions they exhibit, as noted by Anderson and Oliver (1987).
Research has shown that general self-efficacy significantly influences sales performance, highlighting a positive correlation between self-efficacy ratings and actual sales outcomes However, studies, including those by Lee and Gillen (1989), present mixed results regarding the strength of the relationship between self-efficacy and the performance of salespeople.
According to Krishnan et al (2002), individual traits such as self-efficacy, competitiveness, and effort significantly influence salesperson performance Their research highlights that in various selling contexts, effort serves as a mediator between competitiveness and sales performance, while self-efficacy impacts sales performance through both direct and indirect pathways.
Based on this prior work, we proposed the following hypothesis having relation between Self-Efficacy of Salespersons and Salespersons Performance
H4: Self-Efficacy of Salespersons is positively associated with Salespersons
The Proposed Conceptual model and Hypotheses
Above mechanism, we draw-out the model for this research:
Figure 2.1: The proposed Research Model
H1: SNPG bridging is positively associated with Self-Efficacy of Salespersons
H2: SNPG bonding is positively associated with Self-Efficacy of Salespersons
H3: SNPG maintaining is positively associated with Self-Efficacy of
H4: Self-Efficacy of Salespersons is positively associated with Salespersons Performance.
Research Methodology
Research Process
Delete low item- total correlation item(s) (