Global sales training: In search of antecedent, mediating, and consequence variables

Global Virtual Sales Teams (GVSTs ): A Conceptual Framework of the Influence of Intellectual and Social Capital on Effectiveness

“…What is taught (e.g., product knowledge versus customer knowledge) and how it is taught (e.g., on-the-job versus demonstration classes) vary from culture to culture (Attia, Honeycutt, and Jantan 2008). Therefore, researchers need to investigate how to develop culturally sensitive training programs that standardize certain topical areas while preserving unique localized skills.…”

“…Past researchers have identified operational and functional problems associated with traditional selling teams (e.g., Arnett and Badrinarayanan 2005;Dixon, Gassenheimer, and Barr 2003;Moon and Armstrong 1994), global sales teams (Attia, Honeycutt, and Jantan 2008), and virtual teams (e.g., Martins, Gilson, and Maynard 2004). As GVSTs share characteristics with each of these team formats, they could inherit some complexities as well.…”

Factors Influencing the Impact of Sales Training: Test of a Model

“…Scholars have explored avenues such as conceptual models for developing effective sales training programs (Attia, Honeycutt, & Leach, 2005;Attia, Honeycutt, & Jantan, 2008), problems in assessing sales training (Attia, Honeycutt, & Attia, 2002), salespeople's satisfaction with their current training (e.g., Chonko, Tanner, & Weeks, 1993;Dubinsky & Staples, 1981), means of reducing sales training cycle time (Bashaw, Ingram, & Keillor, 2002), impact of self-directed learning on salesperson performance (Artis & Harris, 2007), influence of sales training on sales force outcomes (Roman, Ruiz, & Munuera, 2002), effect of self-regulation training on salespeople's job-related responses (Leach, Liu, & Johnston, 2005), influence of sales training timeliness, training formalization, and learning orientation on training effectiveness (Sarin et al, 2010), effects in a sales context of Kirkpatrick's (1976) 4-stage training model (Leach & Liu, 2003), impact of consultative training on sales performance (Pelham, 2002), effects of sales training on salespersons' behavior-level and results-level improvement (Attia & Honeycutt, 2012), and validity of assumptions about sales training (Dubinsky, 1996). Wilson, Strutton, and Farris (2002) tested two different models of sales training-behavior-driven and attitude-driven.…”

“…Furthermore, customers have more information with which to present their cases to purveyors and competition is especially keen owing to globalization of markets (Roman, Ruiz, & Munuera, 2002). Moreover, establishing a sales operation in foreign countries is prominent yet replete with problems because of cultural differences that can affect sales force success (Attia, Honeycutt, & Jantan, 2008). In addition, product life cycles have become incessantly shorter and product/service adaptations rife (Ingram et al, 2005).…”

Sales training: comparing multinational and domestic companies

“…Training and educating salespeople cross-nationally is necessitated by growth in world trade and by the differences of cultural expectations regarding the personal selling profession (Attia et al, 2008;Honeycutt et al, 1996;Hill et al, 1991), and the differences of cultural expectations and values in general caused by recent developments in the world, including the Arab Spring (Attia et al, 2011.…”