The role of sales representatives in cross-cultural business-to-business relationships

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journal

3 Scopus Citations
View graph of relations

Author(s)

Detail(s)

Original languageEnglish
Pages (from-to)227-238
Journal / PublicationIndustrial Marketing Management
Volume78
Online published21 Oct 2016
Publication statusPublished - Apr 2019

Abstract

This study responds to the call for the internationalization of sales research by collecting data from 160 international buyers spanning 33 countries and regions. Based on survey data, archival sales records and cultural-distance indices, this research examines the performance-enhancing effect of sales rep-owned commitment as well as its antecedents under varying degrees of cultural distance. Our results show a strong and direct impact of rep-owned commitment, independent of the effect of firm-owned commitment, on enhancing performance indicators including sales volume, importers' purchase share, and importers' future purchase intentions. Moreover, we find two important antecedents to rep-owned commitment: benevolence trust and capability trust. Interestingly, cultural distance moderates the effects of benevolence and capability trust on rep-owned commitment: the larger the cultural distance, the stronger the effect of benevolence trust but the weaker the effect of capability trust. We conclude with theoretical and managerial implications to international marketing research and practice.

Research Area(s)

  • Cultural distance, Exporting, International marketing, Relationship marketing, Sales representatives, Trust