ABSTRACT
This chapter presents a comprehensive summary of the current literature on price delegation where the conditions that favor the delegation or centralization of pricing authority allows managers to amplify or restrict pricing authority in function of example information asymmetry, prospecting strategy, agency costs, competitive intensity, sales manager risk aversion, and other factors. It provides a systematic perspective of the extant research findings and explores the research output published during a period of four decades. The chapter underlines the managerial implications of the research findings on the delegation of pricing authority to the sales force. The implications of three distinct categories of research findings are: (1) the antecedents of pricing authority delegation to the sales force; (2) the relationship between vertical delegation and the firm's performance; (3) the relationship between pricing authority delegation and the sales force compensation. It focuses on the analysis of delegation of pricing authority to the sales force.
