Ashraf M. Attia

Some important factors underlying ethical decisions of Middle‐Eastern marketers

This study analyzes the marketing ethics decision‐making process of Middle‐Eastern marketers. In particular, it examines the relative influences of ethical perceptions, perceived importance of ethics, and age on ethical intentions of marketers in the Middle East. A self‐administered questionnaire was used as the data collection technique for this study. Perception of ethical problem and ethical intention were operationalized by means of two marketing ethics scenarios. Age of respondents was measured directly and perceived importance of ethics was measured by a scale that has been used a number of times in the literature. Convenience samples of marketers from three Middle‐Eastern countries, Egypt, Jordan and Saudi Arabia, were used in this study. The survey results generally indicate that a perceived ethical problem is a positive factor of a Middle‐Eastern marketers ethical intention, as hypothesized. The results also support the hypothesis regarding the influence of perceived importance of ethics, that Middle‐Eastern marketers who perceive ethics to be important are more likely to have an ethical intention than Middle‐Eastern marketers who do not perceive ethics to be important. The research hypothesis regarding the influence of age, however, is not supported. Implications of the findings are discussed.

A Comparison of Ethical Perceptions and Moral Philosophies of American and Egyptian Business Students

This study compares business students fromEgypt and the United States in terms of theirperceptions of ethical problems, personal moralphilosophies (idealism, relativism), and theirperceptions about the importance of ethics. Aself-administered questionnaire was used tocollect data, in the classroom setting. Theresults reveal significant differences betweenthe business students from the two countries,which may be suggestive for variouscross-cultural business interactions. Theauthors derive some implications for businessethics instruction.

Marketing ethics: a comparison of American and Middle-Eastern marketers

This study compares the moral philosophies, ethical perceptions and corporate ethical values of American and Middle-Eastern marketers. Hypotheses are developed on the basis of their respective national and organizational cultures. Using a sample of marketing practitioners from both countries, empirical support is found for the hypothesis that Middle-Eastern marketers are more likely to be idealistic than their American counterparts. However, no significant differences are found on the relativistic dimension of moral philosophy. Also, American marketers are found to have higher ethical perception than Middle-Eastern marketers. Finally, contrary to our hypothesized direction, some support is found to indicate that Middle-Eastern marketers are more likely to have higher corporate ethical values than American marketers. Implications of the findings are discussed.

A Three-Stage Model for Assessing and Improving Sales Force Training and Development

This paper extends the growing body of research in the area of sales training evaluation by proposing a three-stage model that allows sales managers to determine: (1) training needs for salespersons; (2) training impact on trainees; and (3) training impact on the firm. When all three assessment stages are utilized to plan and evaluate sales training, sales managers can plan training interventions that are aligned with the firm’s strategic focus, identify training failures, make continuous improvements, and compute the value of training. As a result, the proposed model offers both sales managers and academicians with a simplified, yet comprehensive, tool for making training assessment decisions. The paper also provides implications for sales managers, discusses assessment research challenges, and proposes a future research agenda.

The difficulties of evaluating sales training

Abstract Practitioners and researchers acknowledge the importance of sales training; however, limited attention is devoted to empirical sales training evaluation practices. This article addresses four major sources of sales training evaluation difficulties: (1) managerial perceptions; (2) evaluation restrictions; (3) methodological problems; and (4) lack of empirical evidence. After discussing each area, managers are provided with suggestions that can be implemented to minimize sales training evaluation problems.

Measuring sales training effectiveness at the behavior and results levels using self‐ and supervisor evaluations

Purpose – The purpose of this article is to improve the sales training process by gaining a deeper understanding of the first two levels – reaction and learning.Design/methodology/approach – A total of 79 sales supervisors of a US firm operating in Egypt participated in the study. They evaluated level 1 (reaction) by rating the design and operation of their sales training programs. Level 2 measured the value of information gained from training topics.Findings – Trainees stated that the training either helped or solved sales and non‐sales problems. Data from both training levels were factored analyzed and each resulted in a two‐factor solution.Research limitations/implications – This research offers advice for setting standards for evaluating sales training programs. Knowledge gained is more important to determining if sales training has been effective. Learning evaluation showed that trainees believed the value of selling skills, company information, and behavioral training topics were valuable and the ro...

Sales training: comparing multinational and domestic companies

Purpose – The purpose of this paper is to examine similarities and differences of current state of initial sales training practices of both domestic and multinational corporations (MNCs) in Egypt. This paper begins by reviewing the cross-cultural sales training research and developing hypotheses. Design/methodology/approach – A methodology section follows, including measurement instruments, sample and data collection, and validity and reliability measures. The data were collected from sales managers, marketing managers, and sales supervisors. Findings – Results reveal that MNCs differ significantly from their domestic counterparts in the following sales training phases: needs determination, objective setting, program methods, program contents, and training evaluation. Research limitations/implications – In-depth discussion, managerial implications, and suggestions for future research are provided. Originality/value – There has been very limited research published on sales training practices in the Middle ...

Addressing Service Challenges to Improve Sales Training

Sales training is an educational service provided to new and existing salespersons to improve their performance. Higher-level evaluation helps reduce the incidence of service-related problems and results in higher quality sales training being provided. The purpose of this research is to make recommendations for improving the process of evaluating sales training services by examining an empirical evaluation attempted at a global firm in Egypt and the deconstructing problems that limited effective higher-level evaluation. After discussing each assessment problem area, sales managers and sales trainers are offered recommendations for reducing future evaluation problems.