How and when do the ambidextrous frontline sales employees achieve superior sales performance?

Purpose Business-to-business (B2B) firms increasingly have a need for frontline sales employees who can both sell and service customer account, a task known as sales-service ambidexterity which may pose significant challenges to frontline sales employees. Thus, the purpose of this paper is to show that one has to be cognizant of the potential negative consequences brought about requiring frontline sales employees to engage in sales-service ambidexterity and find a way to mitigate such negative consequences. Design/methodology/approach The multisource data for this study was collected from frontline sales employees and their respective supervisors working across multiple B2B pharmaceutical companies in a Southeast Asian country. The data were analyzed using Statistical Package for the Social Sciences (SPSS) and PROCESS Macro. Findings The results reveal a negative indirect effect of sales-service ambidexterity sales performance through role overload. This negative indirect effect is fully neutralized when information exchange is high but not when it is low. Originality/value This study underscores the importance of not only the negative consequence of sales-service ambidexterity but also offers insights into how this negative consequence is neutralized so that sales performance is maximized.