An intercultural, interpersonal relationship development framework

Jonna Koponen,Mika Gabrielsson,Saara Julkunen,Ellen Bolman Pullins

doi:10.1108/imr-11-2019-0267

Jonna Koponen, Mika Gabrielsson + Show 2 more

Open Access

https://doi.org/10.1108/imr-11-2019-0267

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Abstract

PurposeThe purpose of this paper is to explore how business-to-business (B2B), intercultural, interpersonal salesperson–customer relationships develop using the lens of identity management theory (IMT; Imahori and Cupach, 2005).Design/methodology/approachThe research uses qualitative semi-structured interviews on 18 targeted relationships with customers from another culture conducted with business-to-business salespeople.FindingsThe findings indicate that our respondents' relationships moved from trial toward enmeshment and on occasion toward the renegotiation phase, as described in IMT. In the case of low cultural diversity between salesperson and customer, the relationships reached the trial and enmeshment phase. In the case of high cultural diversity between salesperson and customer, the relationships on occasion evolved toward the renegotiation phase. Salespeople's cultural intelligence (CQ) facilitates the development of interpersonal, intercultural salesperson–customer relationships.Originality/valueThe authors transfer IMT from the personal relationship development arena to B2B intercultural, interpersonal relationships, address a gap in the literature in the understanding of salesperson–customer interpersonal relationships in different contexts and develop a theoretical model to understand intercultural, interpersonal salesperson–customer relationship development across different levels of cultural diversity.

Highlights

International salespeople and customers are embedded in different national cultures that almost inevitably affect their norms and communication behaviours (Voldnes et al, 2012; Nes et al, 2007)
This study aims to examine how intercultural, interpersonal salesperson–customer relationships evolve in culturally diverse settings in the context of B2B solution selling by leveraging identity management theory (IMT) (Imahori and Cupach, 2005)
This indicates that building and maintaining long-term customer relationships will be highly important in the anticipated future

Summary

Introduction

International salespeople and customers are embedded in different national cultures that almost inevitably affect their norms and communication behaviours (Voldnes et al, 2012; Nes et al, 2007). Following Dwyer et al.’s (1987) description of the buyer–seller relationship as an ongoing process, relationship marketing research has gradually incorporated studies of relationship trust (Fang et al, 2008; Morgan and Hunt, 1994), commitment (Bansal et al, 2004; Homburg et al, 2014; Palmatier et al, 2013), and the human interaction required to build long-term customer relationships (Elo et al, 2015). - Long-term customer relationships essential study object (Elo et al, 2015) - Trust (interorganizational and interpersonal trust (Fang et al, 2008; Morgan and Hunt, 1994; Zhou et al, 2020)) and commitment (Bansal et al, 2004; Esper et al, 2015; Homburg et al, 2014; Palmatier et al, 2013) are important concepts.

Limitations

43 Male Swedish customer

Data were divided into two data-sets

Analyzing differences between two datasets

Findings

Discussion