少女的心事,润可丽儿,今磨房五谷食疗养生
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Cross-cultural actions refer to actions of organizations used to obtain, manage or use cultural knowledge (Van Driel and Gabrenya, 2013). The literature believes that cross-cultural actions are made up of motivational CQ, metacognitive CQ and behavioral CQ.
Metacognitive market-based CQ indicates strategies undertaken by an organization to remain aware of market changes to acquire, develop its cross-cultural knowledge.
Motivational market-based CQ shows the capability of an organization towards direct attention, as well as energy to learning, and functioning effectively in differently cultural markets. Behavioral market-based CQ refers to the capability of organizations used to conduct cultural knowledge through a flexible manner to manage effectively across different markets, as adaptation needs different approaches in different market (Ang and Massingham, 2007).
1.4.2 Measurement of market-based CQ
There are many differences between the definition and characteristics of market-based CQ and cultural IQ, organizational culture IQ. Therefore, there are different dimensions and indicators for market-based CQ strategies. The author enumerates the corresponding indicators for measuring market-based CQ based on relevant literatures.
Jaworski and Kohli (1993) pointed out that whether companies are aware of the importance of understanding customer needs is an important indicator of judging whether a company has a high market-based CQ.
O'Cass, Ngo and Siahtiri (2015) pointed out that the higher the market-based CQ that an enterprise has, the more emphasis is placed on collecting information about customers, suppliers and competitors. Zhou (2007) commented that the higher the market-based CQ is, the more information and materials that an enterprise can fully grasp on foreign consumers, competitors, and market channels. This shows that enterprises attach importance to the collection of relevant knowledge and lay the foundation for the targeted marketing strategy.
Llonch, Rialp and Rialp (2011) thought that whether the information of customer needs can communicate freely within a company is related to whether the company can effectively use this information to develop a marketing strategy that meets market needs, therefore, it is an important indicator to judge whether the company has high market-based CQ.
Magnusson et al. (2013) found that the ability of companies to correctly apply the knowledge of marketing mix to develop marketing strategies for consumers of other cultural backgrounds is an important indicator of whether a company has a high market-based CQ. (Example: 4p marketing mix). Because this requires companies to have corresponding general knowledge, special knowledge and marketing knowledge, it also requires a company to use and apply this knowledge. A company with a higher market-based CQ has more knowledge and it has more powerful to use it.
1.4.3 Antecedent
There are many differences between the definition and characteristics of market-based CQ and cultural intelligence, organizational culture intelligence. Therefore, there are different dimensions and indicators for the antecedents affecting market-based CQ. The following contents are the author’s listed corresponding antecedents affecting market-based CQ based on relevant literature.
Franco (2016) pointed out that the motive of internationalization is based on the antecedents of the cross-cultural IQ of a market. Because an enterprise has the motive of internationalization, it will have the motivation to seriously understand the foreign market, culture and competitors, consumers and other information, and formulates corresponding strategies and measures to promote the establishment of subsidiaries abroad and participate in competition in foreign markets.
Llonch, Rialp and Rialp (2011) analyzed that mastering its core business is a antecedent for market-based cross-cultural IQ, it means that an enterpris should have enough experience, expertise, as well as a strong concept to function and manage effectively across markets. To master its core business is also about having a global strategy well defined: what are the objectives, the vision, what is the ‘raison d’être’ and the value added of the company, etc. Only when an enterprise masters its core business, then, it is easier to implement local actions.
Llonch, Rialp and Rialp (2011) believed that adaptability is antecedent of market-based cross-cultural IQ. Adaptability is reflected in two aspects. First, it can adapt to the special culture of a local market and make reasonable adjustments to the marketing and management of the enterprise, so that the enterprise can meet the needs of local consumers. Second, an enterprise keeps making adjustments while maintaining the company's core and special culture, which will enable the company to maintain its advantage in the local market competition. Therefore, how to find a balance in adjustment and maintenance to improve the adaptability of enterprises is antecedent that affects the market-based cross-cultural IQ.
Jaworski and Kohli (1993) mentioned that treating information in a way to be culturally appropriate is an antecedent of market-based cross-cultural IQ. This means that a company recognizes the importance of the cultural background of the target market and is willing to incorporate local cultural factors in the development of marketing strategies for the target market, so that the marketing and management activities of the company show a high market-based cross cultural IQ.
1.4.4 Outcome
The outcome of market-based cultural intelligence is mainly focused on evaluating and discussing its negative effects on corporate profits, market share, and consumer satisfaction.
Chen and Liu (2012) studied the influence of market-based CQ on cultural sales through the sample of employees of real estate companies in the United States. They found that market-based CQ had a significant positive effect on increasing market shares, profits.
Frías-Jamilena, Sabiote-Ortiz, Martín-Santana, Beerli-Palacio (2018) affirmed that market-based cultural intelligence has a direct positive impact on team performance and employee satisfaction, while they also studied the short-circuit effect of market-based CQ on performance and satisfaction. They surveyed 218 global project team members and their research showed that market-based CQ significantly regulates role clarity, communication norms, and interpersonal trust, helping companies to provide better services and products to local consumers, which has indirectly increased customer satisfaction, as well as market share and sales revenue.
Nunes, Felix, Prates (2017) pointed out that cultivating internationally competitive talents has a very important impact on the performance of multinational organizations, Nunes, Felix, Prates (2017) investigated 217 foreigners in Brazil and found that market-based cultural intelligence can improve the performance of foreigners by improving cultural adaptability. It helps companies to better understand local culture and market demand to increase their sales revenue and market share.
Ngo and O'Cass (2012) found that companies have a high market-based cultural intelligence enables them to have the knowledge and ability to use their resources to enable them to quickly understand the needs of a local market and develop appropriate strategy to market. Market-based cultural intelligence has an important positive effect on a company's sales revenue, profit and market share.
Chart 1 Conceptual model of market-based cultural IQ
References
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