Digital transformation and sales performance in financial services: digital selling climate, social selling and control systems perspectives

Purpose This research aims to examine the role of digital selling climate − an informal organizational influence − in promoting social selling and enhancing sales performance within the financial service sector. It also evaluates how formal sales control mechanisms, specifically outcome- and behavior-based systems, influence these relationships. Design/methodology/approach Grounded in organizational control theory, this study constructs and tests a moderated mediation model using survey responses from 277 insurance sales professionals in South Korea. The analysis was conducted via structural equation modeling and moderation-mediation techniques. Findings Results demonstrate that digital selling climate contributes to improved sales performance by stimulating social selling behaviors. This effect is strengthened when behavior-based controls are present but weakened under outcome-based controls, highlighting the need for synergy between informal climates and formal control structures in digitally evolving sales contexts. Originality/value This study expands the conceptual understanding of informal control by framing digital selling climate as a critical behavioral enabler in service sales transformation. It distinguishes between the effects of behavior- and outcome-based systems, offering fresh insight into their complementary or conflicting roles. Importantly, it provides practical guidance for service managers: to drive successful digital selling adoption, organizations should prioritize control systems that reinforce digital engagement behaviors rather than solely focusing on performance outcomes.