Agents and distributors in the Middle East

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

“…Despite knowledge that exercising control over the actions of ISAs in the Middle East can be fraught with difficulties (Stern and El-Ansary 1982) the study of behavioral motivation and HR practices among such parties has not been theoretically explored nor empirically tested using non-descriptive methods. Although the "carrot and stick" philosophy of Western-based economies used for motivating ISAs has in the past failed in the Middle East (Dunn 1979), it is apparent that the characteristics associated with such personnel in the marketplace today are inherently different. These differences are not only cultural due to diverse populations, but driven by the increased Westernization of Arab and sub-continental workforces e.g.…”

“…Previous studies that have considered Western based management perspectives of motivation have only done so from a managerial stance and have not empirically examined the situation from an ISA perspective (Dunn 1979;El-Ansary 1982). By seeking to explore goal and achievement motivation from an ISA perspective, our study provides fresh insights into the important behavioral practices facing HR managers in a UAE context.…”

“…They can provide a host of information and knowledge relating to the market, they often have powerful connections and can also provide service support. Such activities can be paramount for supporting principal suppliers, with many finding such ISAs indispensable, particularly in the Middle East (Dunn 1979;Moore 1989).…”

“…Typically the key criteria for selecting ISAs in the Middle East may include their financial strength; good connections; other obligations (such as a representative handling direct competitors), facilities and equipment (Dunn 1979). Appointing the right agent may also be crucial in governing export achievement (Duguid and Jacques 1971).…”

“…Appointing the right agent may also be crucial in governing export achievement (Duguid and Jacques 1971). However, the peculiarities of the Middle Eastern environment stemming from its uniqueness and different legal systems make this market rather difficult to both penetrate and maintain (Kaitaki 1976;Dunn 1979;Stern and El-Ansary 1982). Bearing in mind the greater separation between international workforces in terms of both distance and cultures, it is particularly important for manufacturers to make a concerted effort to address the needs and problems facing ISAs and provide appropriate support where feasible.…”