A Research Note: Reward Perceptions of Hong Kong and Mainland Chinese Sales Personnel

Liu, Sandra S.
June 1998
Journal of Personal Selling & Sales Management;Summer98, Vol. 18 Issue 3, p47
Academic Journal
An increasing number of firms have been expanding their operations from domestic into international markets. This phenomenon has been particularly noteworthy in Hong Kong, where more and more companies are now establishing sales bases in Mainland China. A key question facing multinational managers is whether the rewards that are bestowed on Hong Kong Chinese sales personnel are appropriate for Mainland Chinese salespeople. Although salespersons from both areas possess a Chinese cultural heritage, the economic structures of the two have been distinctly different (i.e., basically a capitalistic versus socialistic orientation, respectively); the distinguishing features of their respective economies may well contribute to salespeople's holding variant reward perceptions. This article examines the perceived importance Hong Kong and Mainland Chinese salespersons place on various kinds of organizational rewards. The findings indicate that these two sales groups hold different perceptions regarding the significance of the rewards. Managerial implications are provided for firms contemplating moving into the Chinese marketplace.


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