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Understanding Cultural Frames in the Multicultural Sales Organization: Prospects and Problems for the Sales Manager
Journal article   Peer reviewed

Understanding Cultural Frames in the Multicultural Sales Organization: Prospects and Problems for the Sales Manager

Brent Smith, Trina Larsen and Bert Rosenbloom
Journal of transnational management, v 14(4), pp 277-291
30 Nov 2009
DOI: https://doi.org/10.1080/15475770903325308

Abstract

cultural frame switching diversity sales management sales organization Culture
Changes in social demographics, legislation, and wealth distribution have prompted modern sales organizations to recognize the importance of cultural diversity within customer markets and sales forces. Some sales forces have employed multicultural salespersons to aide their pursuit of multicultural target markets. Traditionally, organizations have conceptualized cultural identity as membership in one particular category, or frame, determined by race or nationality. However, modern transnational sales organizations actually include sales managers and sales subordinates who may identify with more than one cultural frame, or meaning system. These cultural frames present important prospects and problems for today's sales managers who interface with sales subordinates having compatible or incompatible cultural frames. Within the context of the sales manager and sales subordinate relationship, we present a 2 × 2 framework explaining the cross-cultural interfaces between individuals having one cultural frame (monocultural) versus two or more culture frames (multicultural).

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6 citations in Scopus

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