Abstract
Despite its pervasive use in practice, the academic literature offers little guidance on how to improve cross-selling performance. This study develops and tests a model that examines how management-initiated activities shape frontline employee responses that, in turn, lead to enhanced cross-selling performance. The study draws on social exchange theories, and the results confirm that managers can improve employee cross-selling performance by implementing internal relationship marketing activities (i.e., training and incentives) that enhance employee role clarity and self-efficacy and by providing incentives that increase employee motivation to cross-sell. Managerial implications and directions for future research are offered.