The importance of cultural adaptation for the trust development within business relationships

Weck, Marina; Ivanova, Maria

doi:10.1108/08858621311302868

Cited by 37 publications

(27 citation statements)

References 47 publications

(49 reference statements)

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“…The antecedents of trust including similarity (Doney and Cannon, 1997;Lichtenthal and Tellefsen, 2001;Child and Möllering, 2003;Weck and Ivanova, 2013), expertise (Doney and Cannon, 1997;Johnson and Grayson, 2005), and task orientation (Gesteland, 2002;McFarland et al 2006); as well as the sale process efficiency as a consequence of trust (Boles, Johnston, and Barksdale, 2000;Wagner, Klein, and Keith, 2003;Pullins, Reid and Plank, 2004) have been addressed in several studies in the existing marketing literature; however the studies including these variables have primarily focused on the buyer's trust in the seller, the seller's expertise and the buyer's perceptions of seller similarity. On the other hand, the buyer-seller relationship is a two-way street, and thus this study fills in the gap in the literature about the seller's perception of buyer's similarity, expertise, and task orientation, and their outcomes in terms of seller's trust in the buyer and sale process efficiency.…”

Section: Discussionmentioning

confidence: 99%

“…Lichtenthal and Tellefsen (2001) propose that buyer-seller similarity can enhance the sales efficiency as a result of the increased attraction between the buyer and the salesperson, which might be a result of the increased capability in perceiving the trust-relevant signals and symbols from more similar people (Child and Möllering, 2003). A recent study of Weck and Ivanova (2013) claims that particularly at the initial phases of a B-to-B relationship, culturally similarity facilitates information exchange.…”

Section: Similaritymentioning

confidence: 99%

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Trust goes the other way too: sellers trust in buyers and its influence on sale process efficiency

Peneklioglu¹,

Elmadağ²

2020

Pressacademia

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Purpose-This research aims to discover the effect of interpersonal factors on seller's trust to buyer and in turn to the sales process effectiveness. Sales specific factors such as time risk and purchase importance are also considered when determining the effects of interpersonal factors. Methodology-A quantitative research method involving salespeople is employed. Findings-The findings indicate the presence of a positive relationship between interpersonal factors (similarity, expertise task orientation) and trust to buyer and sales process effectiveness. The sales specific factors (time risk and purchase importance) also have a moderation effect to the relationship between trust and sales process effectiveness. Conclusion-Through the sellers' perspective, this study investigated the antecedents and consequences of trust in a business-to-business sale relationship. Recommendations to both sales team managers and procurement team managers to increase the sales process effectiveness under specific situations is provided based on study findings.

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Section: Discussionmentioning

confidence: 99%

Section: Similaritymentioning

confidence: 99%

Trust goes the other way too: sellers trust in buyers and its influence on sale process efficiency

Peneklioglu¹,

Elmadağ²

2020

Pressacademia

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“…To delimit our scope to one that is manageable in a single study, we use ethnicity --i.e., the individual's origin, rather than his or her place of residence --and business culture as our main guiding cultural concepts for interpreting obtained managerial sensemaking. Business culture entails the ways and norms of doing business in a particular country (Weck and Ivanova, 2013), whereas the ethnicity of an individual embodies the traditional cultural norms and habits that contribute to the worldview of the manager as an individual.…”

Section: Cultural Aspects Of Business Networkingmentioning

confidence: 99%

No manager is an island: culture in sensemaking of business networking

Ivanova-Gongne

Torkkeli

2018

JBIM

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Purpose This paper aims to investigate the role of culture in managerial sensemaking and conceptualization of business networking. Design/methodology/approach The authors apply qualitative methodology through the sensemaking approach on three Finnish and three Russian managers in mutual buyer–supplier business relationship dyads. Findings The results imply that the cultural background of the manager determines his perception of the level at which business networking occurs. Finnish managers conceptualize business networking as an organizational strategy, whereas their Russian counterparts conceptualize the phenomenon squarely at the individual level. Research limitations/implications The authors suggest that the underlying cause of the differences in the conceptualization of networking may be that Finnish business networking relies more on concepts derived from Western European business culture, whereas Russian networking relies more on the traditional culture. Consequently, they suggest that the concept of business networking in extant research may suffer from ethnocentricity. Limitations of the study include the limited extent of generalizations from its qualitative nature. Practical implications The results imply that business network relationships should be managed differently in different cultures, and that depending on the cultural background of the business partner, managing both the organizational and the individual levels of business networking is needed. Originality/value The study contributes to limited literature on culture and the role of individuals in managerial conceptualization of business networking. This is one of the rare studies to illustrate differences through individual sensemaking on both sides of the relationship dyad and account for both Western European and Russian market environments.

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“…Of particular importance is the gradual adaptation of bu siness cultures of the partner companies (Weck, Ivanova 2013). The need for informational background for coope ration processes is listed by Monczka et al (1998).…”

Section: The Current State Of Dealing With the Issuementioning

confidence: 99%

The Proposal of Model for Building Cooperation Management in Company

Vodák

Soviar

Lendel

2015

Business: Theory and Practice

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model would represent benefit not only to the managers of the company but also to their partners.The article aims to offer, in an understandable form, a coherent perspective on the management of cooperation activities in a company as well as a methodology of mana ging its cooperation projects. Both of these would be based on a comprehensive mapping of theoretical and practical findings in the area of cooperation management as well as the performed research about its utilization in Slovak enterprises. Objective and methodologyThe main goal of this article is to gather and accumulate new insights in the area of cooperation management and to highlight possible ways of how it can be effectively es tablished, built and implemented within a company. The proposed model is meant to be used by the company ma nagers as a valuable tool for building and implementing cooperation management within a company. Abstract. The goal of the article is to use detailed literature analysis and findings of an empirical research, and to propose model for building cooperation management in a company. The article brings a valuable tool to company managers in a form of a complex and detailed model to achieve successful implementation of cooperation management in a company. The article thus provides a tool for company managers for managing their cooperation projects and activities. Use of this tool is meant to help minimize occurrence of conflict situations and to support smooth progress of cooperation activities.

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The importance of cultural adaptation for the trust development within business relationships

Cited by 37 publications

References 47 publications

Trust goes the other way too: sellers trust in buyers and its influence on sale process efficiency

Trust goes the other way too: sellers trust in buyers and its influence on sale process efficiency

No manager is an island: culture in sensemaking of business networking

The Proposal of Model for Building Cooperation Management in Company

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