Dr. Florian Mueller conducted his doctoral studies under the supervision of Prof. Dr. Andreas Hackethal at the European Business School, Oestrich-Winkel. He works for an international management consultancy in Munich.

Acknowledgements 7
Table of Contents 9
List of Figures 13
List of Tables 16
List of Equations 18
List of Abbreviations and Symbols 19
1 Introduction 21
1.1 Problem Definition 21
1.2 Research Objectives and Contribution to Literature 24
1.3 Structure of Analysis 27
2 Banking in Germany 31
2.1 Overview of the German Banking Market 31
2.2 The Three Pillars of the German Banking System 35
2.2.1 Private Commercial Banks 36
2.2.2 Savings Bank Group 37
2.2.3 Cooperative Banking Group 39
2.3 Segmentation of the Banking Industry 41
2.3.1 Retail Banking 41
2.3.2 Private Banking 43
2.3.3 Corporate Banking 45
2.4 Current Development 47
2.5 Summary 55
3 Terminological, Conceptual, and Theoretical Basics 59
3.1 Strategy and Strategic Management 59
3.1.1 Concept of Strategy 60
3.1.1.1 Evolution and Definition 60
3.1.1.2 Levels of Strategy 65
3.1.1.3 Banking Business Strategy 67
3.1.2 Strategic Management 70
3.1.2.1 Evolution and Definition 70
3.1.2.2 Configurational School 80
3.1.2.2.1 Fit Concept 80
3.1.2.2.2 Development of Configurations 85
3.2 Sales Management Control 86
3.2.1 Evolution and Definition 86
3.2.2 Formal Management Controls 90
3.2.2.1 Behavior Control 91
3.2.2.2 Compensation Control 94
3.2.3 Informal Management Controls 98
3.2.3.1 Self Control 98
3.2.3.2 Professional Control 99
3.2.3.3 Cultural Control 101
3.2.4 Underlying Theories 102
3.2.4.1 Applicability of Theories 102
3.2.4.2 Transaction Cost Analysis 103
3.2.4.3 Agency Theory 107
3.2.4.3.1 Evolution and Definition 107
3.2.4.3.2 Positivist Agency Theory 110
3.2.4.3.3 Principal-Agent Theory 111
3.2.4.4 Organizational Control Theory 115
3.3 Internal and External Influencing Variables 121
3.3.1 Organizational Structure and Characteristics 121
3.3.1.1 Organizational Culture 121
3.3.1.2 Organizational Centralization 124
3.3.2Environmental Parameters 127
3.4 Performance 131
3.4.1 Sales Organization Outcomes 132
3.4.2 Salesperson Behavioral Performance 133
3.4.3 Salesperson Outcome Performance 133
3.5 Summary 135
4 Theoretical Framework and Hypotheses 140
4.1 Theoretical Framework 140
4.2 Theoretical Hypotheses 145
4.2.1 Strategy Control Fit 145
4.2.2 Organization Control Fit 150
4.2.3 Influence of the Environment on Configurations 163
4.3 Model Summary 177
5 Empirical Data 183
5.1 Data Gathering 183
5.3 Operationalization of the Constructs 194
5.3.1 Overview of the Operationalization Approach 195
5.3.2 Sales Management Control Strategy 201
5.3.3 Bank Strategy 206
5.3.4 Organization-Specific Characteristics 209
5.3.5 Environmental Parameters 213
6 Empirical Analysis of the Theoretical Model 219
6.1 Analysis of the Relationships in the Theoretical Model 219
6.1.1 Criteria for the Evaluation of PLS Models 219
6.1.2 General Evaluation of the Theoretical Model 222
6.1.3 Strategy Control Fit 224
6.1.3.1 Assessment of Predictability 224
6.1.3.2 Testing of Research Hypotheses 226
6.1.4 Organization Control Fit 231
6.1.4.1 Assessment of Predictability 231
6.1.4.2 Testing of Research Hypotheses 234
6.1.5 Environmental Influence on Configurations 243
6.1.5.1 Assessment of Predictability 243
6.1.5.2 Testing of Research Hypotheses 245
6.2 Analysis of the Performance of Configurations 251
6.2.1 Identification of Ideal Empirical Profiles 251
6.2.2 Performance Impact of Adherence to Ideal Empirical Profiles 255
6.2.3 ence of Ideal Empirical Profiles with Theoretical Relationships 258
6.2.3.1 Strategy Control Fit 258
6.2.3.2 Organization Control Fit 265
6.2.3.3 Environmental Influence on Configurations 273
6.3 Discussion of the Results 278
7 Conclusion 282
7.1 Final Comments and Recommendations 282
7.2 Implications for Future Research 289
Bibliography 292
Appendices 354
Index 395