Culture in business relationship interaction: an individual perspective

Abstract

Purpose – The purpose of this paper is to establish a conceptual framework for studying the intercultural aspect of dyadic business relationship interaction from an individual perspective. Design/methodology/approach – The paper is conceptual in nature. Perspectives on culture and cultural concepts are discussed and critically reviewed for the question of applicability in the study of business relationship interaction from an individual perspective. Findings – By focusing on the application of culture in individual sensemaking of interaction events in a business relationship context, a suitable perspective on culture is chosen. A conceptual framework consisting of the concepts related to the chosen perspective is developed. Moreover, propositions concerning the study of culture in individual sensemaking of interaction events are suggested. Research limitations/implications – The paper suggests several opportunities for further research, particularly concerning the application of the reviewed concepts to the empirical study of culture in sensemaking of business relationship interaction. Originality/value – The paper advocates for a more interpretive and constructive perspective on culture in business relationship interaction studies. Second, it improves understanding of the cultural concepts application in the research on individual sensemaking within a business relationship context. Third, it particularly contributes to the current conceptual underpinning of the International Marketing and Purchasing group studies by reintroducing the concept of culture from an individual perspective.

Services marketing practices in diverse cultures: Canada compared to Qatar

“…The different success paths taken by Qatar Airways and Air Canada underscore suggestions in the academic marketing literature that the marketing practices of firms operating in different cultures would be fundamentally different (Arnold and Bianchi, 2001;Ivanova-Gongne, 2015;Kirca et al, 2009, Kirca, 2001Ivanova-Gongne, 2015;Kirca et al, 2009). This literature has been heavily influenced by strong conceptual arguments developed from a general understanding that different cultures would have different market structures, demand patterns and buyer behaviours (Steenkamp, 2001;Usunier and Lee, 2005), which have led to the assumption that the marketing practices of firms in diverse cultures must also be different.…”

Do different marketing practices pre-suppose different frames of reference? An exploratory study

“…The role of managerial assumptions in the formulation of organizational strategies has been well recognized in previous studies (Anderson and Paine, 1975;Hambrick and Mason, 1984;Child, 1997;Ivanova-Gongne, 2015). Although these studies provide important insights into the relationship between the characteristics of top managers and different organizational strategies at both the corporate and business levels (Auh and Menguc, 2005;Kaplan, 2011), the understanding of the possible match between managers' functional strategies (e.g.…”

Supplier Development Program Through Knowledge Sharing Effectiveness: A Mentorship Approach

“…Organizational culture is defined as norm that guides the behaviour of organizational member [31]. It influences every aspect of organizational life and it has both stable and dynamic components.…”