Intercultural competences and interaction schemes — Four forces regulating dyadic encounters in international business

Elo, Maria; Benjowsky, Christiane; Nummela, Niina

doi:10.1016/j.indmarman.2015.03.007

Cited by 32 publications

(30 citation statements)

References 79 publications

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“…Dyadic human interaction is often thought of as a necessity when creating and maintaining long-term customer relationships (Elo et al, 2015). The marketing literature has addressed the importance of interpersonal communication in developing long-term business relationships (Celuch et al, 2006;Dwyer et al, 1987;Mason & Leek, 2012;Vadi & Suuroja, 2006 (Hung & Lin, 2013;Stanko et al, 2007).…”

Section: Interpersonal Communication and Buyer-seller Relationshipmentioning

confidence: 99%

Social presence and e-commerce B2B chat functions

Koponen

Rytsy

2020

EJM

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Purpose Currently, online chat is in common use in e-commerce. By adding social interaction to the online context, companies hope to increase customers’ purchasing intentions. However, previous studies have not investigated how social presence is embedded in online business-to-business (B2B) chat conversations between buyers and sellers. Moreover, the functions of online chat in B2B sales have not been investigated. Design/methodology/approach The data was collected at a case company over the course of four years, from which the authors analyzed 157 online chat conversations between buyers (n = 157) and sellers (n = 9) with a theory-driven thematic analysis. In addition, data from the company’s customer relationship management system was collected to specify buyer types. Findings The results reveal that social presence was embedded in online B2B chat via buyers’ interactive, affective and relationship maintenance responses. Social presence differed depending on the type of buyer, with only existing customers having relationship maintenance responses. E-commerce B2B chat functions can be described as multiple and changing depending on the buyer–seller relationship stage. Research limitations/implications Having data only from one case company limits the results to one type of industry. Practical implications The results can be used in sales training and when developing online chat services. Originality/value Results bring scientific utility to B2B sales and marketing research, as the authors build a bridge between social presence, the existing theoretical model on B2B buyer–seller relationship development and online chat as a communication medium. Other researchers may use this understanding when exploring B2B buyer–seller interaction in different digitalized communication media.

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Section: Interpersonal Communication and Buyer-seller Relationshipmentioning

confidence: 99%

Social presence and e-commerce B2B chat functions

Koponen

Rytsy

2020

EJM

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“…Therefore, managers with high cultural awareness are more skilled than others in exploiting 'culture-general' and 'culture-specific knowledge' (Hofstede, 1980) and possibly are similarly skilled in recognising the dynamics of different cultures (Fang, 2010). Being able to identify cultural differences helps in selecting the appropriate tools for dealing with those from other cultures (Elo, Benjowsky, & Nummela, 2015). However, cultural awareness is no guarantee of a global mindset.…”

Section: Global Mindset and Sme Internationalisationmentioning

confidence: 99%

“…They can survey a global business environment and adjust quickly to the new environment (Andresen & Bergdolt, 2017). However, top management's ability to apply individual-level competencies is influenced by the contextual settings in which the business operations take place (Elo et al, 2015).…”

Section: Global Mindset and Sme Internationalisationmentioning

confidence: 99%

Chapter 1: A Global Mindset – Still a Prerequisite for Successful SME Internationalisation?

Torkkeli¹,

Nummela²,

Saarenketo³

2018

International Business and Management

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The concept of global mindset was introduced more than a decade ago as a prerequisite for successful internationalisation of small-and medium-sized enterprises (SMEs). However, the pace of global integration and globalisation has accelerated, and complexity has increased. Therefore, the authors ask: To what extent is global mindset still a critical driver for successful international expansion of SMEs? We are particularly interested in learning how global mindset is reflected in the decision making of internationalising SMEs in Finland. To answer this question, we test four propositions which concern the relationship between global mindset, decision-making logic and SME performance. Our empirical study is based on a cross-sectional sample of Finnish SMEs, and the authors find that global mindset seems to be linked to both effectual decisionmaking logic and improved international performance. On the other hand, in our data set effectual decision making and SME performance were not linked; thus, global mindset predicts international rather than overall performance of the Finnish SMEs. Overall, this study confirms the continued relevance of the global mindset concept. Furthermore, it indicates the connection between global mindset and entrepreneurial decision making and that their joint effect is relevant when explaining entrepreneurial internationalisation.

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“…It also develops and tests an illustrative model that includes internal dyadic sub-constructs by examining marketing-purchasing interaction and collaboration. This study extends the body of the literature that calls for a better understanding of dyadic relationships and a more appropriate choice of the unit of analysis, unit of observation, and operationalization in business relationships (Rousseau 1985;Johnston and Lewin 1996), and thereby contributes to the understanding of managing business relationships by providing insights into dyadic relationship dynamics (Elo et al 2015).…”

Section: Dyadic Operationalization In Business Relationships: the Empmentioning

confidence: 56%

Dyadic Operationalization in Business Relationships: The Empirical Example of Marketing-Purchasing Collaboration

Ashnai

Smirnova

Henneberg

et al. 2019

Journal of Business-to-Business Marketing

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Intercultural competences and interaction schemes — Four forces regulating dyadic encounters in international business

Cited by 32 publications

References 79 publications

Social presence and e-commerce B2B chat functions

Social presence and e-commerce B2B chat functions

Chapter 1: A Global Mindset – Still a Prerequisite for Successful SME Internationalisation?

Dyadic Operationalization in Business Relationships: The Empirical Example of Marketing-Purchasing Collaboration

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