The Application of Performance Management in the Salesforce: A Chinese and Romanian Perspective

Cheung, Yu Ha; Florea, Liviu

doi:10.1080/10496480903146524

Cited by 4 publications

(6 citation statements)

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“…Although the theory behind tailoring coaching interventions to motivational and cultural needs is empirically grounded, the majority of these findings occurred in the broader (albeit conceptually relevant) field of leadership. So although research has evinced that leadership behaviors do not always function the same across cultures (e.g., Cheung & Florea, 2009; Gelfand et al, 2007; Gully et al, 2003) and that leaders must be able to be “flexible and adaptive” across individuals and contexts (Yukl & Mahsud, 2010), our theoretical piece is the first to argue that this sensitivity and adaptability be applied to the one-on-one dynamic of executive coaching. Future research must determine the effectiveness of motivationally and culturally targeted executive coaching interventions.…”

Section: Current Issues and Future Directions For Practice And Researchmentioning

confidence: 98%

“…The question for coaches in cross-cultural settings is, do individuals from all cultures respond similarly to the same kind of feedback? Research suggests they do not (Cheung & Florea, 2009; Fang, Evans, & Zhou, 2005; Gelfand et al, 2007). Individual preference for and receptivity to FIs differs from culture to culture.…”

Section: The Delta Approachmentioning

confidence: 99%

“…In fact, individuals from cultures that are “hierarchically structured” (i.e., high power distance) have been shown to be more resistant to and “less trusting” of supervisory feedback (de Luque & Sommer, 2000, p. 830). Concern for face, high uncertainty avoidance, and collectivism have all been connected with an elevated aversion to negative feedback (Cheung & Florea, 2009; Gelfand et al, 2007). The preferred type of feedback has also been suggested to vary across cultures; high collectivism, power distance, and uncertainty avoidance should be related to preferences for behavior-based (as opposed to outcome-based) feedback systems (Cheung & Florea, 2009).…”

Section: The Delta Approachmentioning

confidence: 99%

“…Concern for face, high uncertainty avoidance, and collectivism have all been connected with an elevated aversion to negative feedback (Cheung & Florea, 2009; Gelfand et al, 2007). The preferred type of feedback has also been suggested to vary across cultures; high collectivism, power distance, and uncertainty avoidance should be related to preferences for behavior-based (as opposed to outcome-based) feedback systems (Cheung & Florea, 2009). Peterson (2007) noted that some cultures (most notably, cultures high in uncertainty avoidance and concern for face) tend to see feedback as an attack on the self.…”

Section: The Delta Approachmentioning

confidence: 99%

“…Fang, Palmatier, and Evans (2004) found that American salespeople (low power distance) were most motivated by moderately difficult goals, whereas salespeople from China (high power distance) were motivated by maximally difficult goals. One explanation for these results is a heightened long-term orientation (more typical of Chinese than American persons), which holds that perseverance is the key to success (Cheung & Florea, 2009; Hofstede, 2009). Further research is therefore needed to tease apart the effects of different cultural values to specifically inform practice.…”

Section: The Delta Approachmentioning

confidence: 99%

See 4 more Smart Citations

Values sensitive coaching: The DELTA approach to coaching culturally diverse executives.

Coultas

Bedwell

Burke

et al. 2011

Consulting Psychology Journal: Practice and Research

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Section: Current Issues and Future Directions For Practice And Researchmentioning

confidence: 98%

Section: The Delta Approachmentioning

confidence: 99%

Section: The Delta Approachmentioning

confidence: 99%

Section: The Delta Approachmentioning

confidence: 99%

Section: The Delta Approachmentioning

confidence: 99%

See 3 more Smart Citations

Values sensitive coaching: The DELTA approach to coaching culturally diverse executives.

Coultas

Bedwell

Burke

et al. 2011

Consulting Psychology Journal: Practice and Research

View full text Add to dashboard Cite

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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Understanding the mechanism linking interpersonal traits to pro‐social behaviors among salespeople: lessons from India

Agnihotri

Krush

Singh

2012

Journal of Business &Amp; Industrial Marketing

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Purpose -Factors such as globalization and market size have made India a major consideration for multinational firms and their salespeople. Despite the appeal of the market, the majority of theories and empirical studies of sales have been based on Western thought and within a Western context. This study seeks to address the issue of what interpersonal traits impel outcomes and behaviors of Indian salespeople. Design/methodology/approach -A model was tested using survey data collected from salespeople and their respective sales managers within a print media company located in India. A structural equation model was used to test the hypotheses. Findings -The results suggest an interesting interplay between interpersonal traits and pro-social sales behaviors. Empathy proneness was positively related to helping behaviors targeted at other salespeople, while guilt proneness was positively associated with behaviors targeted at customers. Practical implications -The research suggests that a salesperson's capacity for empathy does not always translate into customer-based behaviors. Hence sales training and other interventions targeted towards building empathy may actually impact on behaviors between salespeople versus the interface between the salesperson and the customer. Theoretical and managerial applications are also discussed. Originality/value -The paper combines a data collection of salesperson-sales manager dyadic responses and examines whether the theoretical undergirding of the Western-based pro-social literature is appropriate to apply in Eastern cultures such as India.

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The Application of Performance Management in the Salesforce: A Chinese and Romanian Perspective

Cited by 4 publications

References 50 publications

Values sensitive coaching: The DELTA approach to coaching culturally diverse executives.

Values sensitive coaching: The DELTA approach to coaching culturally diverse executives.

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

Understanding the mechanism linking interpersonal traits to pro‐social behaviors among salespeople: lessons from India

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