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The extent to which entrepreneurship in establishedfirms is the result of a more individualistic versus collectivistic culture is explored. Hypotheses are tested in which it is proposed that a curvilinear relationship exists between individualism-collectivism and corporate entrepreneurship. Findings are reported from a survey completed separatelv by three functional area managers in each of eighty-four industrial firms.The results support the hypotheses, such that entrepreneurship is highest under conditions of balanced individualism-collectivism, and declines in highly individualistic and more collectivistic environments.

Foot in the door and door in the face have been cited frequently as effective strategies for gaining compliance with behavioral requests. However, research efforts to confirm these two phenomena have produced mixed results. After deriving predictions about how the favorability of available information influences compliance, the authors report a synthesis of research results for both paradigms. Combined effect sizes across research results for several moderating variables are compiled. Implications for theoretical, empirical, and practical application of the syntheses are discussed.Twenty years ago Freedman and Fraser (1966) asked, "How can a person be induced to do something he would rather not do?" Since then, more than 50 studies have sought the answer through research following one of two paradigms, the foot in the door (FITD) and/or the door in the face (DITF). This research tradition has not been programmatic and as a result some mediating variables and theoretical explanations have been given more research attention than others. Therefore, it is not surprising to fmd little agreement as to what conditions are necessary to produce statistically significant differences in compliance with behavioral request strategies.Both strategies are attempts to obtain behavioral compliance through the use of sequential requests. In the footin-the-door paradigm, the first request is relatively small and all or a large majority of people agree to comply. The small request is followed by a larger request, called the "critical request," which is actually the target behavior. Operationally, the door in the face is the reverse strategy, in that the initial request is relatively very large and all or a large majority of people refuse to comply. The large request is followed by a smaller request, the critical request, which is the target behavior.

This research focuses on the salesperson's ability to perceive emotions in the buyer-seller interaction. Drawing on the emotional ability literature, the authors develop hypotheses within a conceptual framework of salespeople's ability to perceive the emotions of customers, and examine how this ability influences the relationships between selling behaviors and performance. Findings indicated that the ability to accurately appraise the emotions of others moderated the practice of adaptive selling and customer-oriented selling on performance. Further analyses revealed that while high perceiving ability has beneficial effects on selling, low perceiving ability not only limits the use of customer-oriented selling but also has a negative impact on sales performance. Both self-reported and supervisor-reported measures of selling performance were used, along with a performance-based measure of emotional perceiving ability. Implications are discussed along with directions for future research.

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