Abstract
Many consumer goods multinational companies (MNCs) operate host-market subsidiaries that are responsible for managing relationships with local retailers. These retailers often follow a decentralized approach by formally involving their store managers in key decision-making processes related to the MNCs’ brands. While store managers play a key role in the success of MNCs’ brands, two key questions remain unanswered: (1) what drives a store manager’s psychological engagement with MNCs’ brands across cultures, and (2) do cultural differences matter to translating store managers’ psychological brand engagement into constructive brand voice behavior? We answer these questions using a multilevel dataset spanning nine Latin American countries/MNC subsidiaries, five data sources, and three time periods. The findings reveal that uncertainty avoidance exerts a differing moderating influence on the relationship of MNC–retailer relationship investment and the store managers' MNC brand knowledge with psychological brand engagement, whereas individualism and uncertainty avoidance positively moderate the effect of MNC’s extra-contractual incentives on store managers' psychological brand engagement. Also, psychological brand engagement takes on a more important role in leading store managers to speak up, at lower levels of long-term orientation. Finally, we show that inducing store managers to engage in constructive brand voice behavior increases time-lagged, objective data on MNC’s salesperson performance.
Résumé
De nombreuses entreprises multinationales (Multinational Companies – MNCs) de biens de consommation exploitent des filiales sur les marchés d'accueil lesquelles sont chargées de gérer les relations avec les détaillants locaux. Ces détaillants suivent souvent une approche décentralisée en impliquant formellement leurs directeurs de magasin dans les processus décisionnels clés liés aux marques des MNCs. Alors que les directeurs de magasin jouent un rôle clé dans le succès de ces dernières, deux questions essentielles restent sans réponse : (a) qu'est-ce qui motive l'engagement psychologique d'un directeur de magasin envers les marques des MNCs à travers les cultures ? et (b) les différences culturelles ont-elles de l'importance pour traduire l'engagement psychologique des directeurs de magasin envers les marques en un comportement constructif de représentation de la marque ? Nous répondons à ces questions à l'aide d'un ensemble de données multi-niveaux couvrant neuf pays d'Amérique latine/filiales de MNCs, cinq sources de données et trois périodes de temps. Les résultats révèlent que l'évitement de l'incertitude exerce une influence modératrice différente sur la relation entre l'investissement dans la relation MNC-détaillant et la connaissance de la marque des MNCs du directeur de magasin avec l'engagement psychologique envers celle-ci, tandis que l'individualisme et l'évitement de l'incertitude modèrent positivement l'impact des incitations extracontractuelles des MNCs sur l'engagement psychologique envers la marque du directeur de magasin. De plus, l'engagement psychologique envers la marque joue un rôle plus important en amenant les directeurs de magasin à s'exprimer, à des niveaux inférieurs d'orientation à long terme. Enfin, nous montrons que le fait d'inciter les directeurs de magasin à adopter un comportement constructif de représentation de la marque augmente les données objectives décalées dans le temps sur les performances des vendeurs des MNCs.
Resumen
Muchas empresas multinacionales (EMN) de bienes de consumo tienen filiales en los mercados anfitriones que se encargan de gestionar las relaciones con los minoristas locales. Estos minoristas con frecuencia siguen un enfoque descentralizado, involucrando formalmente a sus gerentes de tienda en los procesos de toma de decisiones clave relacionadas con las marcas de las multinacionales. Mientras que los gerentes de tienda desempeñan un papel clave en el éxito de las marcas de las multinacionales, hay dos preguntas clave que siguen sin ser respondidas: (a) ¿qué motiva el compromiso psicológico de los gerentes de tienda con las marcas de las multinacionales en las distintas culturas? y (b) ¿importan las diferencias culturales a la hora de traducir el compromiso psicológico de los gerentes de tienda con un comportamiento constructivo de ser voz de una marca? Respondemos a estas preguntas utilizando un conjunto de datos multinivel que abarca nueve países de América Latina y filiales de multinacionales, cinco fuentes de datos y tres periodos de tiempo. Los resultados revelan que la evitación de la incertidumbre ejerce una influencia moderadora diferente en la relación entre la inversión en la relación multinacional-minorista y el conocimiento de la marca de la multinacional por parte del gerente de tienda con el compromiso psicológico con la marca, mientras que el individualismo y la evitación de la incertidumbre moderan positivamente el efecto de los incentivos extra-contractuales de la multinacional en el compromiso psicológico del gerente de tienda con la marca. Así mismo, el compromiso psicológico con la marca toma un papel más importante al inducir a los gerentes de tienda a dar su opinión, a niveles más bajos de orientación a largo plazo. Finalmente, mostramos que inducir a los gerentes de tienda a adoptar un comportamiento constructivo de voz de marca aumenta los datos objetivos y desfasados en el tiempo sobre el rendimiento de los vendedores de la EMN.
Resumo
Muitas empresas multinacionais de bens de consumo (MNCs) operam subsidiárias no mercado anfitrião que são responsáveis por gerenciar relacionamentos com varejistas locais. Esses varejistas geralmente seguem uma abordagem descentralizada envolvendo formalmente seus gerentes de loja nos principais processos de tomada de decisão relacionados às marcas das MNCs. Embora gerentes de loja desempenhem um papel fundamental no sucesso das marcas das MNCs, duas questões principais permanecem sem resposta: (a) o que impulsiona o envolvimento psicológico de um gerente de loja com marcas de MNCs entre culturas? e (b) diferenças culturais são importantes para traduzir o engajamento psicológico de gerentes de loja com a marca em um comportamento de voz da marca construtivo? Respondemos a essas perguntas usando um banco de dados multinível abrangendo nove países latino-americanos/subsidiárias de MNC, cinco fontes de dados e três períodos de tempo. Resultados revelam que evitação da incerteza exerce uma influência moderadora diferente na relação entre o investimento no relacionamento MNC-varejista e o conhecimento da marca MNC do gerente de loja com envolvimento psicológico da marca, enquanto individualismo e evitação de incerteza moderam positivamente o efeito de incentivos extracontratuais da MNC no engajamento psicológico na marca por parte do gerente da loja. Além disso, engajamento psicológico com a marca assume um papel mais importante ao levar gerentes de loja a falar, em níveis mais baixos de orientação de longo prazo. Finalmente, mostramos que induzir gerentes de loja a se envolverem em um comportamento de voz da marca construtivo aumenta os dados objetivos e defasados no o desempenho de vendedores da MNC.
摘要
许多消费品跨国公司 (MNC) 在东道国市场运营负责管理与当地零售商关系的子公司。这些零售商通常采取分权的方式让它们的门店经理正式参与到与MNC品牌相关的关键决策过程中。尽管门店经理在MNC品牌的成功中发挥着关键作用, 有两个关键问题仍未得到解答:(a) 是什么促使门店经理对跨文化的MNC品牌有心理参与? (b) 文化差异对于将门店经理的心理品牌参与转化为建设性品牌建言行为是否重要?我们使用跨越九个拉丁美洲国家/ MNC子公司、五个数据源和三个时间段的多层次数据集来回答这些问题。研究结果表明, 不确定性规避对MNC-零售商关系投资和门店经理的MNC品牌知识与心理品牌参与的关系有不同的调节作用, 而个体主义和不确定性规避对MNC的合同外激励对门店经理心理品牌参与的影响有积极的调节作用。此外, 心理品牌参与在长期导向的较低层面对引导门店经理发声起着更重要的作用。最后, 我们表明, 引导门店经理参与建设性品牌建言行为会增加关于MNC销售人员绩效的时滞、客观数据。
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Acknowledgments
Author names are listed in order of contribution. The first author would like to thank the VP Sales of a global sporting goods company for endorsing this research and for granting access to multiple sources of data (i.e., salespeople, retail store managers, and objective/archival data across countries). The authors would also like to thank the Editors and the three anonymous reviewers for their invaluable feedback throughout the review process.
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Accepted by Saeed Samiee, Area Editor, 2 December 2022. This article has been with the authors for four revisions.
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Panagopoulos, N.G., Menguc, B. & Mullins, R. Will you speak up for me? Inducing retail store managers’ engagement with MNCs’ brands across cultures. J Int Bus Stud 54, 1222–1255 (2023). https://doi.org/10.1057/s41267-022-00595-7
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DOI: https://doi.org/10.1057/s41267-022-00595-7