New product development (NPD) has gained more attention in innovation literature. Due to NPD may determine the unique position that organizations may conquer. However, few studies have examined how salespeople decide to sell existing products and new products. This importance relies on the premise that new products need to be sold by organization's salesforce. The objectives of this study is to (1) to develop a comprehensive and integrative conceptual framework of the antecedents of salesperson

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... existing and new product selling based on the job demands-resources (JD-R). Based on an extensive literature review and the proposed conceptual framework, a self-administered survey will be develop and will be sent to more than 400 salespeople in high-tech's organizations in Taiwan. Then, SPSS and partial least squares (PLS) will be employed to provide a descriptive analysis of the collected data and for further hypotheses testing. Finally, the study will show the expected findings and expected implications for the current literature and for practitioners. PROPOSED CONCEPTUAL FRAMEWORK As depicts in Figure 1 , the new and existing selling factors are projected to relate to each other based on JD-R theory. The point that this study wants to emphasize is that numerous demands, resources, burnout, and engagement factors, which differ from salesperson to salesperson and product to product, are connected with new and existing product selling situations. Thus, this study proposes the following propositions: 13 Proposition 1a, 1b, 1c: Product complexity increases salespersons' goal conflict, role overload, and job tension. Proposition 2a, 2b, 2c: Learning orientation increases salespersons' goal conflict, role overload, and job tension. Proposition 3a, 3b, 3c: Self-regulation training decreases salesperson's goal conflict, role overload, and job tension. Proposition 4a, 4b, 4c: Salespeople's innovativeness decreases salesperson's goal conflict, role overload, and job tension. Proposition 5a, 5b, 5c: Salespeople's managerial NP selling orientation decreases salesperson's goal conflict, role overload, and job tension. Proposition 6a, 6b, 6c: Salespeople's managerial EP selling orientation decreases salesperson's goal conflict, role overload, and job tension. Proposition 7a, 7b: Product complexity decreases salespersons' customer orientation behavior and salespersons' selling effort. Proposition 8a, 8b: Learning orientation decreases salespersons' customer orientation behavior and salespersons' selling effort. Proposition 9a, 9b: Goal conflict decreases salespersons' customer orientation behavior and salespersons' selling effort. Proposition 10a, 10b: Role overload decreases salespersons' customer orientation behavior and salespersons' selling effort. Proposition 11a, 11b: Job tension decreases salespersons' customer orientation behavior and salespersons' selling effort. Proposition 12a, 12b: Goal conflict decreases salesperson performance selling new and existing products. Proposition 13a, 13b: Role overload decreases salesperson performance selling new and existing products. Proposition 14a, 14b: Job tension decreases salesperson performance selling new and existing products. Proposition 15a, 15b: Salesperson's customer orientation increases performance selling new and existing products.