I'm not sure about the research but only have personal context. In sales organizations for technical products you generally have a sales person and technical co

I'm not sure about the research but only have personal context. In sales organizations for technical products you generally have a sales person and technical counterpart. Upstream you have the sales persons boss and the technical persons boss. Depending on how large of an organization this could be 1-4 layers deep. Those middle layers, generally, focus on one thing: revenue. I've been in enough of these organizations to understand that the minority of supervisors have well being of their direct reports above themselves or revenue. This includes customer satisfaction and success. While that may sound pointed in many ways I don't believe it's all their fault. This is simple because that's not what those people are told they are responsible for. Instead it's a number. A quota that is paramount to their success in the eyes of their superiors and the business. Nothing else really matters. So I'm really not surprised we end up with feedback like this. It's by design in many ways.