FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W251610367> ?p ?o ?g. }

• W251610367 startingPage "72" @default.
• W251610367 abstract "This study examines the Initial sales training practices of global and local firms in Malaysia. Data were collected via self-administered questionnaires to 100 global and 100 local managers in the state of Selangor and Federal Territory of Kuala Lumpur, Malaysia. Response rates obtained were 52% and 53%, respectively. The groups differed statistically In the areas of: needs determination, objective setting, program methods, program content, trainer types, and training duration. Findings, managerial implications and suggestions for future research are presented. In today's world, global business firm operations span national borders, which create challenges when cross-culturally transferring managerial and sales skills. It is essential for global firms to train overseas sales teams to effectively sell their products while meeting the diverse cultural needs of global consumers (Honeycutt, Ford, and Kurtzman 1996). However, global firms must not impose parent-country training programs on distant operations. Rather, most cross-cultural training must be flexible and appropriate for each distinct culture (Selmer 2000). The development of appropriate global training strategies is a major determinant of success in international business (Forster 2000). LITERATURE REVIEW/PURPOSE In a world made smaller by electronic communication, businesses often consider the global marketplace to be a single domain and make policies accordingly (Selmer 2000). Sometimes this occurs when programs-such as sales training--are transferred to developing nations. In the global market, as seen in Figure 1, cross-- cultural training issues that focus on marketing and sales areas, have both high cultural implications (soft issues) and high business implications. Global business activities, like sales training, necessitate combining both hard and soft areas (Funakawa 1997). This study focuses on the practical sales training differences between local and global firms in the Malaysian marketplace. Malaysia, an emerging nation composed of a Moslem Malay majority and minority Confucian Chinese citizens, is located at the hub of Southeast Asia. Prevailing economic disparities led the Malaysian Government to formulate hiring policies that require 30% Malay employees in the active work force (Seventh Malaysian Plan 1996). While Malaysians generally exist in harmony, each ethnic group lives with their own subcultural values, customs, and traditions (Putti 1989). In support, Hofstede (1991) describes Malaysia as being high in collectivism and very high in power distance. Because Malaysia is a multi-ethnic and collectivist society, no clear style of management has been discovered (Abroad 2001). Such cultural issues as power distance can complicate workplace interactions, especially when training is conducted (Hofstede 1984). Studies about international sales management-to include sales training-- have received scant attention from marketing scholars (Honeycutt and Ford 1995). Most empirical global sales research has focused on standardization and localization of sales training programs (Honeycutt et al. 1999), perceptions about key sales training practices (Erffmeyer et al. 1993), and sales training program evaluation (Honeycutt et al. 2001). As a result, little is known about the sales training practices of global and local firms in emerging nations. To date, only two empirical research studies have been conducted in China, Slovakia, and Saudi Arabia, (Honeycutt et al. 1999; Erffmeyer et al. 1993). Based upon the results of these studies, the expectation is that sales training practices will differ between local and global firms. Thus, the purpose of this study is to compare the sales training practices of global and local firms in the emerging nation of Malaysia. RESEARCH QUESTIONS To achieve the above purpose, two research questions are addressed: RQ1: What are the similarities and differences of current sales training practices practiced by local and global companies in Malaysia? …" @default.
• W251610367 created "2016-06-24" @default.
• W251610367 creator A5016601312 @default.
• W251610367 creator A5055079421 @default.
• W251610367 date "2002-04-01" @default.
• W251610367 modified "2023-09-23" @default.
• W251610367 title "Sales Training Practices in Malaysia" @default.
• W251610367 hasPublicationYear "2002" @default.
• W251610367 type Work @default.
• W251610367 sameAs 251610367 @default.
• W251610367 citedByCount "2" @default.
• W251610367 countsByYear W2516103672012 @default.
• W251610367 crossrefType "journal-article" @default.
• W251610367 hasAuthorship W251610367A5016601312 @default.
• W251610367 hasAuthorship W251610367A5055079421 @default.
• W251610367 hasConcept C121332964 @default.
• W251610367 hasConcept C144133560 @default.
• W251610367 hasConcept C153294291 @default.
• W251610367 hasConcept C162324750 @default.
• W251610367 hasConcept C162853370 @default.
• W251610367 hasConcept C187736073 @default.
• W251610367 hasConcept C193257486 @default.
• W251610367 hasConcept C199360897 @default.
• W251610367 hasConcept C2777211547 @default.
• W251610367 hasConcept C2780463512 @default.
• W251610367 hasConcept C2780465195 @default.
• W251610367 hasConcept C41008148 @default.
• W251610367 hasConceptScore W251610367C121332964 @default.
• W251610367 hasConceptScore W251610367C144133560 @default.
• W251610367 hasConceptScore W251610367C153294291 @default.
• W251610367 hasConceptScore W251610367C162324750 @default.
• W251610367 hasConceptScore W251610367C162853370 @default.
• W251610367 hasConceptScore W251610367C187736073 @default.
• W251610367 hasConceptScore W251610367C193257486 @default.
• W251610367 hasConceptScore W251610367C199360897 @default.
• W251610367 hasConceptScore W251610367C2777211547 @default.
• W251610367 hasConceptScore W251610367C2780463512 @default.
• W251610367 hasConceptScore W251610367C2780465195 @default.
• W251610367 hasConceptScore W251610367C41008148 @default.
• W251610367 hasIssue "1" @default.
• W251610367 hasLocation W2516103671 @default.
• W251610367 hasOpenAccess W251610367 @default.
• W251610367 hasPrimaryLocation W2516103671 @default.
• W251610367 hasRelatedWork W1536642892 @default.
• W251610367 hasRelatedWork W1603565477 @default.
• W251610367 hasRelatedWork W1969836102 @default.
• W251610367 hasRelatedWork W2041713231 @default.
• W251610367 hasRelatedWork W2058449984 @default.
• W251610367 hasRelatedWork W2077085310 @default.
• W251610367 hasRelatedWork W2091243617 @default.
• W251610367 hasRelatedWork W2115751918 @default.
• W251610367 hasRelatedWork W2119113699 @default.
• W251610367 hasRelatedWork W2137560860 @default.
• W251610367 hasRelatedWork W2197827256 @default.
• W251610367 hasRelatedWork W2220248584 @default.
• W251610367 hasRelatedWork W2303072601 @default.
• W251610367 hasRelatedWork W2745032899 @default.
• W251610367 hasRelatedWork W2769010385 @default.
• W251610367 hasRelatedWork W2908765427 @default.
• W251610367 hasRelatedWork W297476081 @default.
• W251610367 hasRelatedWork W3097955154 @default.
• W251610367 hasRelatedWork W3164304417 @default.
• W251610367 hasRelatedWork W93795363 @default.
• W251610367 hasVolume "10" @default.
• W251610367 isParatext "false" @default.
• W251610367 isRetracted "false" @default.
• W251610367 magId "251610367" @default.
• W251610367 workType "article" @default.