On the nature of international sales and sales management research: a social network–analytic perspective

Schrock, Wyatt A.; Zhao, Yanhui; Richards, Keith; Hughes, Douglas E.; Amin, Mohammad Sakif

doi:10.1080/08853134.2018.1428493

Cited by 30 publications

(26 citation statements)

References 89 publications

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“…Our existing sales research conducted in the Asia-Pacific Rim lacks a broad understanding of the key cultural issues facing sales managers as they direct salespeople residing in the Asia-Pacific Rim region, as well as an understanding of how those issues relate to the sales manager-salesperson relationship. Other researchers agree with this sentiment, lamenting the lack of research in this area (e.g., Baldauf and Lee 2011;Panagopoulos et al 2011;Schrock et al 2018). In the next section we review a preliminary theoretical foundation.…”

Section: Previous Sales Management Research Focused In Asia-pacific Rimmentioning

confidence: 99%

“…Panagopoulos et al 2011;Schrock et al 2018), we have conducted a grounded-theory study identifying key issues affecting cross-cultural sales manager-salesperson relationships in the Asia-Pacific Rim region. Our findings highlight five key themes: building and sustaining cross-cultural relationships, cross-cultural communication effectiveness, acquisition and maintenance of trust across cultures, language, and decision-making.…”

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confidence: 99%

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Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Deeter‐Schmelz

Lauer

Rudd

2019

Journal of Personal Selling & Sales Management

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The Asia-Pacific Rim region represents one of the fastest-growing and culturally diverse regions in the world. The International Monetary Fund shows Asia continues to be the main engine in this region, accounting for more than 60% of global growth (International Monetary Fund 2018). The United Nations predicts growth will continue to be robust in the near future (United Nations 2018), and experts forecast that Asia's 38.8% share of the world gross domestic product (GDP), expressed in real U.S. dollar purchasing power parity, will continue to rise (Barua 2015). U.S. companies have sought to capitalize on this growth via significantly increased investments in sales and marketing in Asia (Jamrisko 2017). Unfortunately, at a time when sales organizations are investing in the Asia-Pacific Rim, the research investigating this important cultural zone is deficient. In fact, we could find only 29 articles written since 1988 that have investigated sales/sales management in the Asia-Pacific Rim region, with only 16 of these studies examining cultural issues (Table 1). What our current research is lacking is an understanding of: (1) the key issues facing sales managers in their relationships with the local sales representatives they supervise-across cultural boundaries-in the Asia-Pacific Rim; (2) the complexity of these issues; and (3) how these issues affect sales performance outcomes. The purpose of this exploratory research is to begin addressing these three gaps in our knowledge base. Because current research does not provide sufficient guidance for sales managers given the uniqueness of these cross-cultural settings, we take a grounded theory approach to analyze data from interviews with international sales managers working across cultural boundaries in the Asia-Pacific Rim.

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Section: Previous Sales Management Research Focused In Asia-pacific Rimmentioning

confidence: 99%

mentioning

confidence: 99%

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Deeter‐Schmelz

Lauer

Rudd

2019

Journal of Personal Selling & Sales Management

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“…Es precisamente desde esta perspectiva que el desarrollo de competencias y habilidades para el desarrollo de las actividades de ventas se convierte en un interés relevante, tanto para académicos y practitioners, por su potencial para optimizar el desempeño de las firmas y para dotarlas de fortalezas organizacionales para competir en entornos cada vez más desafiantes y globalizados (Schrock et al, 2018).…”

Section: Capacidades Dinámicas Y Su Rol En Negociosunclassified

Determinantes de la Venta Adaptativa como Capacidad Dinámica de las firmas

Alarcón

2020

BAS-UCHILE

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In recent years, the scientific community has deepened its research in the field of sales, exploring the characteristics and impact of adaptive sales on sales team performance, while in the discipline of strategic studies, the analysis and understanding of dynamic capabilities of firms as a mechanism to increase their competitiveness in changing environments, has also won a prominent place for both the academic and practical world. In this analysis, Adaptive Sale is exposed to different theoretical structural elements that distinguish it as ahigh-level Strategic Dynamic Capacity, incorporating characteristics that give it the potential to learn and accumulate skills from its internal competences in order to conduct itself in a flexible way through the dynamic changes of the environment. Throughout an integration analysis that exposes the similar characteristics of these seminal constructs, this review argues that the Adaptive Sale has, in a consistent manner with the definition of the theoretical framework of the Dynamic Capacities, three perspectives of approximation associated with the Life Cycle of Sales Management, in the general configuration of the firm's resources and in the specific nature of these capabilities, which translate into different cognitive abilities necessary to deploy behaviors and routines to detectopportunities and threats from the competitive environment. The article concludes that the Adaptive Sale, when considered as a dynamic capacity, has a role that projects it beyond a good practice of low order behavioral routines, constituting a mediating role of the Sales Orientations and with a clear impact in the management of the Sales Management to provide high value final offers that allow to achieve sustainable competitive advantages andsuperior performance.

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“…In the broader area of international sales, Panagopoulos et al (2011) reviewed 97 articles, aiming to identify the key topics addressed and suggest an agenda for future research. Moreover, a recent study by Schrock et al (2018) reviewed 132 articles in the area of international sales and sales management from a social network analytic perspective, aiming to examine the most influential topics and 4 understand how they are interconnected. Both studies conclude that existing knowledge on international sales and sales management is limited.…”

Section: Introductionmentioning

confidence: 99%

“…Most importantly, however, these studies provide specific directions for future research, identify critical gaps in current knowledge that must be filled, and emphasize specific sales-related tasks and activities that should be effectively conducted in order to lead to successful international sales. Although not explicitly discussed by Panagopoulos et al (2011) or Schrock et al (2018), a reasonable extension of the theoretical analysis they provide is that an integrated international/export sales strategy is needed to assist firms in planning, coordinating, directing, and controlling their sales activities in different foreign markets.…”

Section: Introductionmentioning

confidence: 99%

The interplay between market intelligence activities and sales strategy as drivers of performance in foreign markets

Katsikea

Theodosiou

Makri

2019

EJM

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Purpose Exporting is a popular foreign market entry mode, especially among small- and medium-sized enterprises (SMEs). The success of SME exporters depends on their ability to establish and maintain profitable long-term relationships with foreign customers. This study aims to propose that the development of an effective export sales strategy can contribute greatly toward this aim. The study also demonstrates that export market intelligence generation and export market intelligence dissemination activities are important drivers of export sales strategy. Export sales strategy comprises three dimensions, which are expected to have a positive influence on export performance. Design/methodology/approach The study uses survey data obtained from 168 exporting firms based in Greece, to test a set of research hypotheses. Structural equation modeling procedures are used. Findings Findings indicate that export market intelligence generation and dissemination activities support and facilitate the development of effective export sales strategies, tailored to serve individual foreign accounts. Furthermore, all strategic dimensions of export sales strategy demonstrate significant positive effects on export performance. Research limitations/implications The research underlines the importance of incorporating export sales strategy in studies that aim to investigate the drivers of export performance. Practical implications The findings also indicate that exporting firms must actively engage in market intelligence activities to reinforce their strategic decision-making process. Originality/value The study emphasizes the crucial importance of export sales strategy in achieving superior export performance. The study provides a theory-driven conceptualization and operationalization of export sales strategy and offers an empirical assessment of a comprehensive model that includes the key antecedents and performance outcomes of export sales strategy.

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On the nature of international sales and sales management research: a social network–analytic perspective

Cited by 30 publications

References 89 publications

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Determinantes de la Venta Adaptativa como Capacidad Dinámica de las firmas

The interplay between market intelligence activities and sales strategy as drivers of performance in foreign markets

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