Browsing by Author "Guesalaga, Rodrigo"

Now showing 1 - 3 of 3
  • Thumbnail Image
    ItemOpen Access
    Are your international salespeople culturally intelligent? The influence of cultural intelligence on adaptive selling behavior with B2B customers
    (Emerald, 2021-08-03) Kimber, David; Guesalaga, Rodrigo; Dickmann, Michael
    Purpose This study aims to investigate cultural intelligence (CQ) as an antecedent of adaptive selling behavior (ASB) and cultural distance and intrinsic motivation as moderators in this relationship. Design/methodology/approach This research builds on a survey to 310 US-based international sales executives (ISE) and multiple regression analysis to test the hypotheses. Findings The results show that CQ has a significant positive relationship with ASB, both as an aggregate construct and through its metacognitive, motivational and behavioral facets. Also, intrinsic motivation moderates such relationship, whereas cultural distance does not. Research limitations/implications The study includes only a sample of US-based international salespeople in the B2B context, which limits the generalizability of the findings to salespeople from other countries or other contexts. Practical implications The findings of this research suggest that supplier companies involved in international selling should consider the cultural intelligence of their salespeople for selection, training and coaching. Originality/value This study makes an important contribution to the literature on both ASB and CQ by expanding the knowledge on how to manage international salespeople effectively, considering the conditions under which CQ effects are expected and how these vary in this context.
  • Thumbnail Image
    ItemOpen Access
    Unmake up your mind: why some reversible decisions lead to more choice satisfaction than others.
    (2018-07) Moisieiev, Dmytro; Dimitriu, Radu; Guesalaga, Rodrigo
    Consumers can often make reversible decisions, e.g. make purchases where items can be returned for exchanges or refunds or where purchases can be cancelled. Having the option to reverse a purchase decision (decision reversibility) has been linked to lower choice satisfaction, prompting scholars to think that being able to return goods for a refund or to cancel a purchase should make consumers less satisfied with their purchases. In this thesis I qualify this notion. I refine the construct of reversible decisions, showing that there are two distinct kinds of them: when consumers have an option to remake a choice (exchange the chosen item for a non-chosen one) and when consumers have an option to unmake a choice (cancel an order or return items for a refund). I conduct four experiments that show that consumers who can unmake a choice are more satisfied with it than those who can remake it. I thus refine the link between reversible decisions and choice satisfaction and recommend that retailers do not adopt exchange-only return policies. I explain the mediating mechanism for this effect: the extent of post-choice comparison between the chosen and foregone alternatives that is higher in decisions where a choice can be remade, rather than unmade. I also show that the effect of the different decision reversibility options (unmake choice vs remake choice) on choice satisfaction is stronger for neurotic consumers. Cognitively depleting consumers or prompting them to seek variety in their choices removes the effect of decision reversibility options on choice satisfaction, suggesting some ways in which retailers can contain consumers’ dissatisfaction with exchange-only return policies.
  • Thumbnail Image
    ItemOpen Access
    Which resources and capabilities underpin strategic key account management?
    (Elsevier, 2018-05-25) Guesalaga, Rodrigo; Gabrielsson, Mika; Rogers, Beth; Ryals, Lynette; Marcos Cuevas, Javier
    Key account management (KAM) supports the profitability and financial sustainability of firms in business-to-business markets. It also attracts considerable academic research. However, KAM research remains largely atheoretical and lacking in conceptual foundations. This paper argues for an organizational-level, resource-based view of KAM. Using a systematic approach, the authors review the KAM literature to identify the critical resources and capabilities that underpin strategic KAM. The analysis synthesizes and integrates previous research on KAM applying a resource-based lens to reveal that strategic KAM comprises complex portfolios of resources and capabilities that constitute a source of competitive advantage. The authors discuss the theoretical and practical implications of this unique view of KAM and identify directions for further research.