Cross Cultural Perspective in Marketing Departments

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Introduction
A marketing department’s accountability
and innovativeness are major determinants of its
influence in the organization, thus the marketing
department can control its level of influence by
developing specific capabilities. However, the
determinants of the marketing department’s influence
Have been studied only in the Western context, it is
unknown whether their findings apply in other
cultural settings, such as in the Asian context.

Dependent & Independent
Variables
 Dependent Variable:

The antithesis of Dependency and Independancy of
Influential Marketing Departments over Cross Cultural
Variations
 Independent Variable:
Cross Cultural Variations

Expected Relationships
 A stronger relationship between the influence

tactic and the marketing department’s influence is
expected when there is congruence between the nature
of the influence tactic and a cultural dimension than
when there is incongruence.
 The 5 influence tactics:
accountability
innovativeness
creativity
customer connecting
integration

Model
Accountability of Marketing
Department

Innovativeness of marketing
department
Influence of marketing
department
• Top management respect
• Decision influence

Creativity ofmarketing
department

Customer connection of
marketing department

Integration with
otherdepartments

Organizational age
Organizational size
Differentiation
focus

• Individualism
• Power distance
• Uncertainty avoidance

Data Collection Method
 Qualitative interviews in 740 countries to ensure
 Functional equivalence (i.e., the extent to which the

behaviors have the same function across cultures),
 Conceptual equivalence (i.e., the extent to which the
domains of the concepts are the same across cultures),
 Category equivalence (i.e., the extent to which the

Sample Size
740 firms from diverse national settings: Austria, Germany,
and the United States (representing Western countries)
and Hong Kong, Thailand, and Singapore (representing
Asian countries).

Sample Composition Percentages
Industry

Austria

Germany United States Hong Kong Singapore Thailand

Managing director

56

46

77

50

28

60

Leading manager

38

48

11

38

50

38

6

6

12

12

21

2

200

Instrument
 Structured F2F Instruement

Findings
 The results support that integration has a greater effect on






the marketing department’s influence when individualism
is low and uncertainty avoidance is high.
There is no interaction with the degree of power distance.
No significant interaction with the degree of individualism. The degree of power distance and uncertainty avoidance
has a negative impact on the effect of innovativeness
There is no significant interaction with the degree of
individualism

Future Research
 Moderators other than national culture might also affect 






the examined relationships.
To extend the set of influence tactics. For example, they
could investigate the effect of upward appeal as an
influence tactic that might be particularly important for
high power distance cultures
Future studies could extend our model by investigating the
interaction effects between national culture and corporate
culture.
More refined analysis with regional differentiation in
national cultures.
Adjustment of the measurement models according to local
particularities.

Introduction
 This paper reports the findings from an in-depth,

exploratory research project designed to understand
how consumers create, use and behave in response to
content on consumer review websites.

Dependant & Independent
Variables
 Dependent Variable:
 Generation C Consumer Behavior
 Independent Variables
 Content, creation, connections and choice

Expected Relationships
 All the independent variable have a strong relationship

and positive impact on the dependent variable....
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