This dissertation research explores the factors that influence direct selling agents' sales performance and job satisfaction. In the direct selling channels, the agents not only sell the products to customers. They may concurrently perform a "distributor" role as a stand-alone entity composed of their own sales network. This dissertation research features two essays. The first essay investigates how direct selling agents' perceptions of control and sense of belonging relate to PO. This essay further explores how PO influences job performance and job satisfaction. Results suggest that perception of control and sense of belonging fuel PO. Furthermore, leader-member exchange mediates the relationship between PO and sales performance, as well as PO and job satisfaction in direct selling networks. The second essay introduces a new construct (relational incongruity) and discusses how complex sales environments and direct selling agents' organizational structures influence the relational incongruity in their organization and its ensuring effect on sales performance and job satisfaction. The results indicate that organizational complexity is positively related to relational incongruity. However, customer complexity has a negative impact on relational incongruity. Relational incongruity in direct selling agents' organizations has negative effects on job satisfaction but has no effects on sales performance. Epistemic curiosity undermines the negative effect of relational incongruity on job satisfaction but negatively influences independent distributors' sales performance.