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Employees who possess cross-cultural capabilities are increasingly sought after due to unparalleled numbers of cross-cultural interactions. Previous research has primarily focused on the bright side of these capabilities, including important individual and work outcomes. In contrast, the purpose of this study is to demonstrate that the cross-cultural capability of cultural intelligence (CQ) can lead to both positive and negative outcomes. Applying the general theory of confluence, we propose that expatriates high in CQ excel in customer relationship performance, while simultaneously behaving opportunistically. We also suggest that ethical relativism moderates these relationships. Using mixed methods, four separate studies generally support our predictions while also deepening our understanding of various forms of opportunism and the mechanism behind two seemingly opposing effects. Conceptual and managerial implications of CQ for opportunism, customer relationship performance, and ethics are discussed. [ABSTRACT FROM AUTHOR]

The importance of knowledge to the organization cannot be denied. However, to date little research has investigated the critical role individuals in sales and service representative positions play in the gathering and use of information in the organization and how this information can help them enhance their performance. Using social identity theory as a conceptual background, this paper reports two studies which investigate how organizational identification and role conflict impact the collection and use of individual competitive intelligence (ICI) and how this impacts individual performance. In addition, we look at the impact of managerial recognition and autonomy on these relationships. Tests across two firms using hierarchical linear modeling provide support for the hypothesized relationships. We conclude that firms can create an environment which facilitates the collection and use of ICI and that this, in turn, positively impacts individual performance., Author(s): Adam Rapp[sup.1] , Raj Agnihotri[sup.2] , Thomas L. Baker[sup.1] , James 'Mick' Andzulis[sup.3] Author Affiliations: (1) Department of Management and Marketing, Culverhouse College of Commerce and Business Administration, University [...]

Peer learning, a pedagogical approach whereby students are partnered together to have one student actively help another student learn predetermined content or skills, has long been utilized as an effective complement to more traditional instructional methods across a wide range of educational disciplines. This approach has been found to reduce the stress of learning, increase student engagement, and yield benefits to both the tutor and the tutee to a roughly equal degree. Yet, pedagogical research to this point has mostly failed to explore the usefulness of this approach to marketing and sales education. In the present research, we examine the effectiveness of peer-learning applications in a sales context and discuss marketing educators' implications. More specifically, we assess college sales students' perceptions of peer-learning role-play exercise and further examine whether peer-learning exercises can improve students' abilities. The results indicate that peer-learning exercises are not only enjoyed by students but are capable of producing objective performance improvement for both introductory and advanced students. [ABSTRACT FROM AUTHOR]

For organizations implementing a value-added model, creative boundary spanners can improve service behaviors and overall performance. Advancing Amabile’s componential framework, which underscores the importance of contextual factors and their interaction with individual factors in generating creative responses in a service environment, we develop a model of boundary spanners’ creativity. Outlining how boundary spanner skills and abilities influence performance and service outcomes via creativity, we paint a more complete picture of the creativity process and offer meaningful contributions to service research and practice. Testing the model using employee and manager data matched with archival performance metrics, we find that knowledge, emotional intelligence (EI), and managerial feedback predict boundary spanner creativity. We also uncover a significant interaction between knowledge and EI, and evidence that creativity significantly impacts performance and customer problem solving, a key component of overall service quality. Finally, we underscore the importance of managerial feedback in strengthening the link between creativity and performance. [ABSTRACT FROM PUBLISHER]