At the intersection of pricing and sales management, the question arises regarding the delegation of pricing competence. Despite the significant impact of prices on success, the design and implementation of delegating pricing authority to the sales force is often characterized by inadequate organizational execution in practice. Based on an empirical survey in the machinery and plant engineering industry, Simone Schmidt integratively examines environmental, corporate, and field sales factors as central determinants and moderators of the delegation decision. The author demonstrates that by specifically reducing information asymmetries and striving for goal congruence through incentive systems, the potential dysfunctional effects of delegating pricing competence to sales representatives can be mitigated. This offers valuable insights for business practice.