Abstract
This study evaluates the nature and dimensionality of motivational forces influencing the behavior of Japanese sales representatives and sales managers. It also investigates whether the collectivist ideals of the Japanese culture are reflected in their sales force behavior. Results of the study suggest a high degree of value-congruence between sales managers and sales representatives. However, somewhat contrary to expectations, the results also support a preference for extrinsic, competition-oriented rewards in the Japanese sales force, especially among the younger sales representatives. Results suggest that salesperson behavior in Japan might, in many respects, parallel salesperson behavior in cultures such as the U.S. Specific comparisons with previous studies are offered to highlight similarities and differences between the nature of rewards sought by the U.S. and the Japanese salespeople.
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