Introduction
Research Background
A new type of global agency, as highlighted by We Are Social, merges expertise in social media with digital marketing and public relations, focusing on innovative and effective social media strategies Their report on Southeast Asia, particularly Vietnam 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, indicating a 26% social networking penetration (Kemp, 2014).
As of July 1, 2014, Vietnam had approximately 40 million internet users, reflecting a 9% growth from the previous year, according to Internet Live Stats This figure represents 1.28% of the world's total internet users, placing Vietnam 14th globally Additionally, a report by We Are Social in January 2014 highlighted that social media penetration in Vietnam was 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 averaged 2 hours on social platforms each day.
In Vietnam, social media usage is remarkably high, with 97% of internet users having accounts on platforms such as Facebook, Google+, Twitter, LinkedIn, and Pinterest Among these, 81% actively engaged with social networks in the past month The breakdown of usage reveals that 67% of users are on Facebook, followed by 34% on Google+, 16% on Twitter, 8% on LinkedIn, and 5% on Pinterest According to Kemp (2014), communities or social networking professional groups (SNPG) can be effectively targeted by identifying shared interests, motivations, and attitudes among users This affinity fosters connections in the vast online landscape, where passion often transcends geographical boundaries In Vietnam, numerous e-communities and groups are continually being formed, inviting members with similar professional interests or hobbies to connect, share experiences, and engage in discussions on various topics.
The rapid growth of social networking in Vietnam presents significant opportunities for organizations, particularly for sales professionals By leveraging social media, businesses can enhance customer engagement, build new relationships, connect with prospects, and maintain existing customer connections This evolution in digital communication is essential for improving customer service, introducing new products, and ensuring effective warranty support.
However, in order to understand in-depth SNPG in Vietnam, salesperson need to know what people think and feel when joining these professional groups Furthers detail,
9 salesperson need to understand what factor impact to salesperson when participate SNPG and from this salesperson can enhance their skill and improving their working performance when using SNPG.
Research Problems
Social Networking Platforms (SNPs) such as Facebook, Twitter, LinkedIn, and Pinterest have become essential in modern society, enabling individuals to share information, forge new connections, and maintain relationships both online and offline These platforms not only facilitate personal interactions but also provide businesses with opportunities to discover and engage potential customers, build strong customer relationships, and address complaints promptly Sales professionals can leverage SNPs for personal and professional growth, enhancing their productivity and overall job performance.
Salespersons join SNPG for various reasons, such as enhancing customer service and attracting new clients Meanwhile, the company focuses on marketing campaigns and public relations activities to promote SNPG Each participant will tailor their approach according to specific goals and objectives, ensuring effective account development.
Social capital theory identifies three key benefits of Social Networking and Professional Groups (SNPG): bridging, bonding, and maintaining, which are particularly valuable for users like salespersons (Ellison et al., 2007; Madanka et al., 2013) Despite these recognized benefits, there is a notable gap in research regarding the application of social capital theory in online contexts, specifically concerning how SNPG can enhance sales performance and self-efficacy This study aims to explore the relationship between the aforementioned benefits of social capital and their impact on the performance and self-efficacy of salespersons in their professional environments.
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
Recent research trends show a growing preference for combining qualitative and quantitative methods, enhancing both the accuracy and depth of studies By utilizing qualitative research to gather insights and opinions, researchers can refine their approaches, while quantitative research ensures a larger sample size for surveys, leading to more reliable data analysis and outcomes.
The researcher employs the Statistical Package for the Social Sciences (SPSS) software to effectively analyze data Initially, Descriptive Statistics are examined, followed by testing the reliability of the scales using Cronbach’s Alpha and conducting Factor Analysis Finally, Regression analysis is performed to explore the relationships 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 Vietnam's largest cities, boasting a significant population, advanced technology, and stable infrastructure Residents in these urban areas have enhanced access to social networking sites compared to those in other regions To ensure valid data analysis, all study participants must be familiar with social networking platforms and possess an active account.
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 in alignment with the defined objectives and scope It also details the processes undertaken throughout the research.
This section presents a comprehensive analysis of the survey data, highlighting the key findings Based on the withdrawal results, we will explore each factor in detail and discuss its impact on attitudes toward participation in SNPG.
Chapter 5: Conclusions, Implications and Limitations
Literature Review and Hypothesis Development
Social Networking Professional Groups (SNPG)
According to Scoot & Johnson (2005), Social Networking and Professional Groups (SNPG) or e-communities are online groups of individuals who share common interests and engage in organized communication over time These communities offer users various tools for learning, personal growth, and collaborative efforts, all within a rich, ongoing network of social interactions.
Social networking platforms (SNPs) like Facebook, Twitter, LinkedIn, and Pinterest have emerged as a global phenomenon in communication, connecting over a billion individuals worldwide 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, with each platform catering to specific target audiences and offering distinct benefits.
2.2 Social Capital: Bridging, Bonding, and Maintaining
Social capital refers to the resources available to individuals or organizations through their relationships and networks, enabling them to effectively make requests of their followers This concept can be likened to an intangible bank account, where the balance increases through active listening, engagement, and acts of kindness towards others (Solomon, 2013).
Social capital, as highlighted by Huvila et al (2009), encompasses relational, structural, and content dimensions that enhance sharing and cooperation It consists of norms and networks that facilitate collective action and promote collaborative behavior High levels of social capital yield positive outcomes through the relationships among individuals and social units Frank (2010) further emphasizes that social capital serves as a metric for assessing the value of connections among residents and their communities.
Social capital is an essential component of economic development, encompassing elements such as social support, integration, cohesion, teamwork, and strong relationships among colleagues (Madanka et al., 2013) According to Adler and Kwon (2002), social capital represents the goodwill accessible to individuals or groups, derived from the structure and nature of their social connections This capital generates benefits through the information, influence, and solidarity it provides to others.
Jones (1987) highlighted that individuals' perceptions of social network support, along with factors such as self-esteem, study participation time, and motivation for engaging with social networks—whether to meet new friends, attract customers, share experiences, or acquire information—interact with social network use to influence changes in emotional well-being, cognitive health, and self-efficacy.
Social capital enhances social networking by reducing opportunism and monitoring costs, fostering cooperative behavior, and facilitating the development of innovative organizations that capitalize on new opportunities It emphasizes the structural relationships within social networks rather than individual actors (Madanka et al., 2013) Additionally, there is a significant connection between support for social networking platforms and engagement with media like the Internet, video games, and television, which contribute to personal well-being (Castella et al., 2011) This social capital empowers individuals to build strong, reciprocal relationships, share valuable information, and engage positively with others by seeking opinions, providing constructive feedback, and recognizing contributions, ultimately enhancing their reputation and involvement in the community (Solomon, 2010).
According to Ellison et al (2007), social capital offers three key benefits to users within social networking sites: bridging, bonding, and maintaining Bridging social capital, associated with "weak ties," refers to the loose connections between individuals that can provide valuable information and fresh perspectives, although they typically lack emotional support (Granovetter, 1982).
Salesperson self-efficacy, as defined by Chelariu & Rodney (2011), is the belief in one's ability to organize and execute actions necessary for achieving specific sales performance goals, a concept rooted in Bandura's theories (1978) This notion emphasizes the importance of one's judgment about their capabilities rather than merely the skills they possess (Bandura, 1986) Additionally, from a cultural perspective, self-efficacy aligns with traditional Western values, including 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 relates to success in specific sales tasks, yet narrower than self-esteem, which encompasses success across all areas of life Research by Ryerson (2003) highlights a strong correlation between self-efficacy beliefs and enhanced task performance, particularly in sales Sujan et al (1994) emphasize that a performance orientation drives both diligent effort and strategic thinking, especially among salespeople with high self-efficacy Ultimately, self-efficacy reflects an individual's confidence in their ability to execute the necessary actions in various situations.
Self-efficacy, a concept pioneered by Albert Bandura, emphasizes the belief in one's ability to utilize their skills effectively Bandura (1986) defined self-efficacy not by the skills one has, but by the judgment of what one can achieve with those skills (Ryerson, 2003) This foundational theory highlights the importance of self-belief in personal and professional success.
Joining SNPG networks provides significant benefits for salespersons, as it enhances their professional knowledge and skills while fostering valuable connections with existing and potential customers This network support 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 inclusivity by connecting individuals from diverse backgrounds within social networks, facilitating the exchange of valuable information and resources According to Putnam (2000), it enhances access to external assets and promotes the diffusion of information In contrast to bonding social capital, which strengthens solidarity within groups, bridging social capital links disparate individuals and opens up 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 close relationships among personal acquaintances, such as family and friends, who offer mutual emotional and physical support This type of social capital is characterized by strong interpersonal connections, which foster diversity in social bonds Bonding social capital plays a crucial role in facilitating specific reciprocity and mobilizing solidarity within these tight-knit groups.
According to Patulny & Svendsen (2007), 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 to advance their members' interests, resulting in greater gains compared to cooperative actions.
Self-Efficacy of Salespersons
Salesperson self-efficacy, as defined by Chelariu & Rodney (2011), involves an individual's assessment of their ability to effectively organize and execute actions necessary for achieving specific sales performance goals (Bandura, 1978) This concept focuses not on the skills one possesses but rather on the belief in one's capacity to utilize those skills effectively (Bandura, 1986) Culturally, self-efficacy aligns with traditional Western values such as 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 particular sales tasks, yet narrower than self-esteem, which encompasses success across all areas of life Research by Ryerson (2003) indicates that strong self-efficacy beliefs are linked to improved task performance and higher overall sales performance According to Sujan et al (1994), salespeople with high self-efficacy are more motivated to both "work hard" and "work smart," demonstrating that self-efficacy significantly influences the ability to execute actions effectively in various situations.
Self-efficacy, a concept pioneered by Albert Bandura, emphasizes the belief in one's ability to utilize their skills effectively rather than merely possessing them Bandura (1986) defines self-efficacy as the judgment of "what one can do with whatever skills one possesses," highlighting the importance of confidence in achieving goals (Ryerson, 2003).
Joining SNPG networks offers significant benefits for salespersons, enhancing their professional knowledge and skills while fostering valuable relationships with existing and potential customers This network support boosts their self-efficacy, ultimately resulting in improved sales performance.
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 is particularly effective for accessing external assets and promoting information diffusion While bonding social capital strengthens solidarity within specific groups, bridging social capital creates links between different communities, offering insights and opportunities beyond those groups.
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 close relationships among personal acquaintances, such as family and friends, who offer mutual emotional and physical support This type of social capital stems from strong interpersonal connections and is beneficial for fostering specific reciprocity and mobilizing solidarity within a community.
According to Patulny & Svendsen (2007), bonding social capital offers significant advantages, 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 benefits derived from this cooperation are considerably greater than those achieved through broader collaborative efforts.
Bonding social capital refers to the strong connections and cohesion found within small, similar groups, such as families, close friends, and colleagues, as well as members of ethnic or religious communities In contrast, bridging social capital involves the networks that connect individuals from diverse backgrounds, exemplified by 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 within close relationships, such as those with family and friends This article reviews existing literature on bonding and bridging social capital in relation to the Internet and introduces "maintaining social capital," a concept that examines how individuals can sustain valuable connections during life transitions This exploration focuses on whether online networking tools facilitate the maintenance of professional and personal social networks (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 salespersons, highlighting the relevance of self-efficacy theory in the business context Their findings suggest that individuals with strong self-efficacy are more likely to achieve higher sales performance, as they possess the confidence in their skills necessary for success.
Salesperson performance, as defined by Michael (2010), encompasses various measures including presentation skills, product knowledge, customer relations, and sales volume Additionally, the sales behaviors of professionals are evaluated based on their psychological and physiological actions, as outlined by Anderson and Oliver (1987).
Research has shown a positive relationship between general self-efficacy and sales performance, indicating that higher self-efficacy can enhance performance ratings among salespeople However, studies, such as those by Lee and Gillen (1989), have reported mixed results regarding the strength of the correlation between self-efficacy and actual sales performance.
According to Krishnan et al (2002), individual traits such as self-efficacy, competitiveness, and effort play crucial roles in influencing salesperson performance Their research indicates 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
Revision + Back translation Research model and Hypotheses Draf questionnaire
Delete low item- total correlation item(s) (