Dynamic Relationships Management Journal, November 2013 49
THE INTERRELATED EFFECTS OF CULTURE AND RELATIONSHIP QUALITY ON THE
RELATIONS BETWEEN PORTUGUESE EXPORTERS AND ANGOLAN DISTRIBUTORS
Gisela Alves
University of Minho, University of Aveiro and University of Beira Interior
Campus de Gualtar, 4710-057 Braga, Portugal
giselamariamaiaalves@gmail.com
António Barros
IPP-ISCAP
Rua Jaime Lopes Amorin, s/n 4465-004 S. Mamede de Infesta, Porto, Portugal
acorreiadebarros@gmail.com
Mário Raposo
University of Beira Interior, Faculty Social Sciences and Humanities
Estrada do Sineiro, s/n 6200-209 Covilhã, Portugal
mraposo@ubi.pt
Abstract
The objective of this research is to investigate the role of the relationship quality and culture between Portuguese
companies and their export market intermediaries in Angola. In particular, we aim to understand the importance that
the quality of the relationship has and the role of cultures in export activities.
In terms of methodology we opted for a qualitative analysis; we present the results of two case studies of Portuguese
exporting companies and one case study on an Angolan intermediate.
In general, the results show that the business relationships are influenced by trust, commitment, culture and similar
values. As known, Angola was once a Portuguese colony, so communication is easy because these countries share
some common cultural traits. Such factors will influence the trade relations between Portuguese exporters and their
Angolan distributors.
Keywords: Angola, Portugal, exporter, distributor, relationship marketing, culture
1. INTRODUCTION
Increasingly, companies are not confined to the
domestic market but they seek new markets to en-
sure their survival. Using a relationship marketing
approach, we will analyze the relations between the
Portuguese export companies and their intermedi-
aries in the Angolan market. The choice of the An-
golan market is due to the fact that it is an expand-
ing market, and also one of the most promising
countries in the African continent. The trade bal-
ance in terms of Portuguese exports to Angola, from
January to May 2011, is about € 787,923 thousand,
according to data provided by the Portuguese Na-
tional Institute of Statistics (INE).
In addition, Angola currently is a major destina-
tion for the Portuguese exports outside the EU,
Dynamic Relationships Management Journal, November 2013
Gisela Alves, António Barros, Mário Raposo: The Interrelated Effects of Culture and Relationship Quality
50
being the fifth in the ranking of destination coun-
tries, accounting for an output of 4.55%, according
to data provided by INE.
The objective of this research is to investigate
the role of the relationship quality and culture be-
tween Portuguese companies and their export mar-
ket intermediaries in Angola. In particular, we aim
to understand the importance that the quality of
these external relationships has and the role of cul-
tures in export activities, within this context.
An important aspect of this study is precisely
the fact that it includes an African country, in which,
in terms of the marketing literature, there is a strong
lack of studies. Our aim is to disclose the interre-
lated effects of culture and relationship quality on
the business relationships between exporting com-
panies from a colonizer country and importing com-
panies from a former colonized country.
2. LITERATURE REVIEW
A growing liberalization, integration and com-
petition in world economies since the post-war pe-
riod has been responsible for the increasing
engagement of companies in exporting activities
(Douglas & Craig, 1995), because foreign trade plays
a vital role in the world economic affairs and its im-
portance is expected to grow further as markets be-
come more globalized.
Export development has been highly regarded
by both public and corporate policy-makers. From a
macroeconomic perspective, exporting enables na-
tional economies to enrich their foreign exchange
reserves, provide employment, create backward
and forward linkages, and, ultimately, lead to a
higher standard of living (Czinkota & Ronkainen,
1992). In microeconomic terms, exporting gives in-
dividual companies a competitive advantage, im-
prove their financial position, increase capacity
utilization, and raise technological standards (Terp-
stra & Sarathy, 1994).
The interest in the impact of buyer-seller rela-
tionships in business markets has increased over the
past decades. This interest reflects the importance
of distribution in the value chain and the relevance
of social networks and personal relationships of the
employees involved for many conductive exchange
transactions (Dwyer & Oh, 1987).
In the same way, Achrol (1991: 78-89) forecasts
the rise of ‘true marketing companies” within net-
works of functionally specialized organizations
whose interrelationships are “held together and co-
ordinated by market driven focal organizations” by
means of “norms of sharing and commitment based
on trust”.
2.1 Relationship Marketing
According to Dwyer et al. (1987); Palmatier et
al. (2007); Sheth & Parvatiyar (1995) as cited in
Gupta and Sahu (2012), the evolution of relation-
ship marketing has been one of the most significant
developments in marketing over decades, particu-
larly regarding to industrial marketing.
A relationship describes “the pattern of inter-
actions and the mutual conditioning of behaviours
over time, between a company and a customer, a
supplier or another organisation” (Ford, Gadde,
Hakansson & Snehota, 2003: 38). The quality of a
relationship may be seen as a superior order con-
struct, comprising satisfaction, commitment, trust
and conflict (Van Bruggen et al., 2005).
Relationship marketing refers to all business ac-
tivities directed towards establishing, developing
and maintaining successful relational exchanges
(Morgan & Hunt, 1994), bringing stability and de-
creased uncertainty to business, acting as a barrier
to potential entrants and maintaining a stable and
solid base (Alexander & Colgate (2000) as cited in
Gupta & Sahu, 2012).
According to Grönroos (1994), relationship
marketing aims to establish, maintain and improve
relationships with customers and other partners as
well as the maintenance and growth of corporate
profit, so that all objectives of all parties are satis-
fied. That is, there is a mutual exchange and fulfil-
ment of reciprocal promises.
Chien and Moutinho (2000) argue that the level
of involvement in relationships and information ex-
change are instrumental to the development and
maintenance of marketing relationships and for
buying behaviour and legitimacy.
on the Relations Between Portuguese Exporters and Angolan Distributors
Dynamic Relationships Management Journal, November 2013 51
In the case of bilateral relationships, the actors
in exchange episodes are often committed to contin-
uing relationships which involve neither a unified hi-
erarchy nor necessarily comprehensive and detailed
contractual obligations (Heide & Stump, 1994). This
type of business relationship is driven by shared be-
havioural norms which allow for the adoption of
common business behaviour, wherein opportunistic
motives are constrained because of the long term
benefits of conforming to system norms and other
social pressures (Dwyer & Oh, 1987). Marketing rep-
resents how important it is to develop and nurture
relationships, especially in the international arena.
According to Morgan and Hunt (1994) the ex-
pectation of reducing overall costs is a reason to
build a committed relationship. The partners, in
turn, should prevent opportunistic behaviour that
would be detrimental to one of the parties.
The theory of Morgan and Hunt (1994) is as-
sumed to be relevant in explaining the relationship
between exporters and local intermediaries based
on the concepts of trust and commitment, which
are central to the development of business activities
based on the establishment, development and
maintenance of successful relational exchanges.
Thus, it can be concluded that whenever they are
successful, relational exchanges contribute to coop-
eration between the parties involved.
Gupta and Sahu (2012: 63) state that an “effec-
tive relationship marketing programme provides
better results in terms of increased customer base,
sales and profitability”. They underline that commit-
ment, trust, cooperation etc., are very important for
inclusion in any company’s marketing program.
2.2 Trust
Within relationship marketing, trust has been
recognized as an important concept (Lagrosen & La-
grosen, 2012). Morgan and Hunt (1994) conceptualize
trust as existing when one party has confidence in the
reliability and integrity of the other exchange partner.
For Nicholson and Sethi (2001), trust is the secu-
rity in the reliability and integrity of the other party.
According to Abosag and Lewis (2006), trust is
based on emotion. These authors consider that
trust that one party puts in the other party is based
on feelings and emotions generated by love, empa-
thy, politeness, similarity and concern for the other
part, which is demonstrated in their interaction.
In Marshall’s (2003) view, as cited in Blau
(1994), trust is the belief that another person will
fulfil its obligations and generally do what he can.
To Hakansson (1982), trust increase is a social
process that takes time and must be based on per-
sonal experience.
According to Boersma, Buckley and Ghauri
(2003), trust is on the expectation that one of the
parties will be reliable in the fulfilment of the agree-
ments, will play its role in a competent manner and
will act honourably even when promises or guaran-
tees of performance have been given. Relational
trust is the perceived ability and willingness of the
other party to act in order to consider the interest
of parties in the relationship (Selnes & Sallies, 2003).
According to Abosag et al. (2006), trust emerges
from the foresight of a part on his partner as for
meeting future actions/behaviours to fulfil the
promises (Zaheer et al., 1998), forecasts being
based on an accumulated knowledge gained
through interaction of the parties (Harris & Dibben,
1999) or based on the reputation of the partner or
on other relationships (Johnson & Grayson, 2005).
When the trust level is high, the expectations can
be predicted with confidence as all parties feel se-
cure in their interaction. But when trust is low, ex-
pectations will be clouded by uncertainties.
Blois (2003) as cited in Baier (1986), states that
trust is the acceptance of vulnerability to possible
but not expected bad faith (or lack of good faith). To
Marshall (2003), as cited in Carnevale and Carring-
ton (1982), trust is a concomitant expectation that
the other (in a dyad) will reciprocate.
Next we present some testimonies that corrob-
orate that trust is crucial in business relationships.
Berry and Parasuraman (1991: 144) argue that
the "company-client relationship requires trust in
marketing services, since the customer generally
buys first and then experiences."
Considering the level of individualism of a coun-
try (Hoftede, 1980; Abosag et al., 2006) state that
this perspective is crucial because people from an
Dynamic Relationships Management Journal, November 2013
Gisela Alves, António Barros, Mário Raposo: The Interrelated Effects of Culture and Relationship Quality
52
individualistic culture give more room for profes-
sional interaction and give little room for personal
interaction.
A common feature to several definitions is that
trust involves a part that depends on the other part
to fulfil its obligations. Trust was conceptualized in
several ways. Some studies have conceptualized it
as a one-dimensional concept (Morgan & Hunt,
1994; Jap, 1999; Gabarino & Johnson, 1999) while
others conceive trust as a two-dimensional con-
struct (Geyskens et al., 1996; Doney & Cannon,
1997; Joshi & Stump, 1999; Nicholson et al., 2001).
Still others propose a multidimensional approach to
the study of trust (Rodriguez & Wilson, 1995; Bras-
hear et al., 2003; Miyamoto & Rexha, 2004; Johnson
& Grayson, 2005).
According to Obadia (2008), an international
organization, wherein the legal differences between
countries make it difficult to enforce contracts
(Zhang et al., 2003), the existence of trust is even
more important, because one partner needs to trust
the promises made by the other partner (MacNeil,
1980). In this sense, trust is central to all relational
exchanges overseas. In short, trust exists when a
partner has faith, hopes and believes he can deliver
(something) to someone without fear of loss or
damage, that is, to indulge in full security.
2.3 Commitment
According to Berghäll (2003), the concept of
commitment, in business relationships, regards a
phenomenon in which one side of the social inter-
action limits its behavioural alternatives, due to the
presence of a long-term orientation.
To Morgan and Hunt (1994), committed rela-
tionships exist only when there is an enduring desire
to maintain a relationship considered as important.
The level of commitment a partner feels to-
wards a relationship is of major importance in rela-
tionship development and subsequent success
(Morgan & Hunt, 1994; Wilson, 1995).
To Abosag et al. (2006), commitment is like an
asset, a good and/or an intention to continue to main-
tain a relationship in the future. A committed rela-
tionship is known as an enduring desire to maintain
a relationship (Dwyer et al., 1987; Geyskens et al.,
1996; Mooman et al, 1992; Morgan & Hunt, 1994).
Commitment is often seen as an ongoing “in-
vestment” into activities which are expected to main-
tain the relationship (Blois, 1998). Commitment has
also been found to be reciprocal in nature, and that
successful relationships rely on commitment from
both parties (O’Malley, Patterson & Evans, 1997). Ac-
cording to Selnes and Sallis (2003), a commitment to
collaboration is defined as the joint belief that the re-
lationship is important enough to ensure joint efforts
to maintain and strengthen the relationship. To
Abosag et al. (2006), a committed relationship is in-
creasingly important; as suggested by Gundlanch et
al. (1995: 78), commitment "may very well become
a focal point of explanation in marketing" and can be
seen as an intention to continue the course of an ac-
tion or activity or desire to maintain a relationship
(Conway & Swift, 2000). Berry and Parasuraman
(1991: 139), argue that "relationships are built on a
mutual commitment." According to Kim and Oh
(2002), commitment is the extent to which a com-
pany is dedicated to a close and lasting relationship
with the channel partner.
As mentioned by Abosag et al. (2006), a trans-
action specific investment highlights the commit-
ment at the exploration phase and has a positive
effect during the decline phase of relationships. Ac-
cording to these authors, the parties recognize the
need to maintain their relationship, due to the high
costs associated with termination or the continu-
ous, safe access to important benefits. Since rela-
tionships require investments, the parties recognize
the need to maintain their relationship, since the
costs associated with termination of these and look-
ing for new partners are very high. According to
Abosag et al. (2006), the parties' ability to exercise
greater social interaction reduces uncertainty
(Achrol & Stern, 1988) acts as a barrier against op-
portunism of the partner, improves the quality of
the relationship, helps to build satisfaction in the re-
lationship (Selnes, 1998), increases the attractive-
ness of the relationship (Harris et al., 2003), and
leads to better cooperation.
Besides the analysis of the instrumental dimen-
sion (financial commitment) it is also relevant to
study the affective commitment. As it is reported by
on the Relations Between Portuguese Exporters and Angolan Distributors
Dynamic Relationships Management Journal, November 2013 53
Gundlanch et al. (1995), the behavioural aspect of
the affective commitment is critical in terms of de-
veloping trust, reciprocity, integrity and solidarity,
which are required to maintain long-term relation-
ships. Meyer and Allen (1991) argue that the level
of emotional commitment in a relationship does not
affect the degree of calculation commitment and
vice versa, which may be controversial. The key fac-
tor in the early development of affective commit-
ment, according to Abosag et al. (2006), is the social
bond/emotion. A social bond leads to the creation
of the emotional dimension and the cognitive di-
mension of commitment, which are important an-
tecedents of affective commitment (Sanchez &
Iniesta, 2004).
Personal relationships may however have a
negative impact on trade relations in some situa-
tions. Alajoutsijarvi et al. (2000) report the damag-
ing impacts of personal conflicts in trade relations.
They point out that the costs of the emotions at the
end of relationships can be high when the level of
affective commitment is high (Meyer & Allen, 1991).
Trust and commitment are key elements for re-
lationship marketing strategy success (Siguaw &
Baker, 1998). Moreover, Tellefsen and Thomas
(2005) argue that the link between personal trust
and personal commitment has not been fully exam-
ined or tested in the literature.
2.4 Culture
Culture is an element of paramount importance
when a company decides to internationalize. There
isn’t much agreement on how culture should be de-
fined. The choice of a theoretical and conceptual
frame means the choice of different objects, meth-
ods and research instruments and perspectives.
Next we present several views for this concept.
Parsons (1951, 1954, 1960, 1964) considers the
culture of human societies as a coherent whole, har-
monious and functional in relation to the imperatives
of the social system and he believes that the social
order will eventually be formed whenever the sym-
bolic values are formulated in a coherent and harmo-
nious manner and internalized by social actors.
Hall (1973, 1977, 1990) identifies three behav-
ioural criteria which are significant in terms of the
impact on the approaches to work and to profes-
sional relationships. The first criterion encompasses
"polychromic (p-time) cultures" (meaning that a
number of actions are fulfilled at the same time or
in the same period) and "monochromic (m-time)
cultures" (refers essentially to the performance of
an activity at a time) The second criterion is about
the "reference to the context” (organization of in-
formation), meaning that the content of messages
may be implied (high context cultures) or explicit
(low context countries). According to this author,
Portugal and Africa fit into the "high context" cate-
gory. The third criterion is “territoriality”, which may,
high or low, express the degree of concern people
have with the property and with the territory.
National culture is like a collective mental pro-
gram of the human mind or a system of patterns
and meanings about the way of thinking, feeling and
acting on common problems that characterizes and
distinguishes one group or category of people from
another group or category (Hofstede, 1980, 1991).
Hofstede, Trompenaars and other authors use
an onion diagram, wherein culture is depicted as
consisting of several layers, in which centre, in the
main and deeper level, are the values, while the ex-
ternal layers are more visible, namely the level of
symbols, heroes and rituals.
In Hofstede's research, Portugal exhibits the fol-
lowing scores: average/high power distance (63),
low individualism (27), low masculinity (31), very
strong need to control uncertainty (104) and short-
term orientation (30). Angola exhibits the following
scores: Power distance (80), low individualism (25),
masculinity (45) and need for control of uncertainty
(85). The long-term orientation score is not available
for Angola.
Skarmeas et al. (2001) suggest that the con-
structs reflecting cultural differences should be in-
cluded in studies about the relations between
exporters and importers. Conway and Swift (2000)
reported that, when there is a high level of psychic
distance, the establishment and/or development of
business relationships can be damaged. Swift (1999)
mentions studies that address the impact of culture
on the interaction process between buyers and sell-
ers. Kale and Barnes (1992) suggest that international
interactions should be affected by aspects of the na-
Dynamic Relationships Management Journal, November 2013
Gisela Alves, António Barros, Mário Raposo: The Interrelated Effects of Culture and Relationship Quality
54
tional culture. Shankarmahesh et al. (2003) conclude
that a strong organizational culture, characterized by
low level of individualism, power distance, uncer-
tainty avoidance and masculinity, favour the mainte-
nance of international relations. Mehta et al. (2003)
add that it is necessary to include aspects of cultures
when the research deals with feelings and behav-
iours of actors belonging to different countries, since
underlying the culture of each country are "system-
atic differences in behaviour" (Steenkamp, 2001).
Companies with international operations need to
evaluate the possible impact of cultural differences
on the partners' reaction to the marketing strategies.
Rodriguez and Wilson (2002) argue that, on one
hand, cultural distance contributes to the emergence
of communication problems, distrust and distant in-
terpersonal relationships, and, on the other hand, an
intercultural adjustment is required for the develop-
ment of commitment in the relationship.
3. OBJECTIVE AND RESEARCH QUESTIONS
The objective of this research is to investigate
the role of the relationship quality and culture, be-
tween Portuguese companies and their export mar-
ket intermediaries in Angola, in the way these
relationships develop over time. This objective can
be deployed into two research questions:
RQ1) How do the differences and the similarities
between Portuguese and Angolan cultures
and the values influence the quality of the re-
lationship in trade relations between the Por-
tuguese exporting companies and their
Angolan distributor(s)?
RQ2) How does trust and commitment influence
business relationships between the Por-
tuguese exporting companies and their An-
golan distributor(s)?
4. METHODOLOGY
Miles and Huberman (1994) posit that one of the
advantages of using a qualitative methodology is that
the analysis may focus around phenomena in their
natural environment, and therefore the data collec-
tion occurs close to the situation under consideration.
According to Yin (1994) the case study method-
ology is more suitable when the research questions
involve the "how" and "why", as it happens in this
research, allowing to greater contact with the play-
ers involved, resulting in a more detailed and thor-
ough analysis, which allows us to highlight details
that might otherwise go unnoticed.
This methodology has been applied to the field
of international strategic management, since one has
access to information from those involved in decision
making, which results in being able to better analyze,
and in more depth, one’s options (Rialp, 1998).
According to Morse and Richards (2002), in
areas where the skills are not well cemented or
where existing theories seem inadequate, it is ap-
propriate to opt for this type of analysis.
According to Huberman (1994), the selection of
the cases should be guided by theory, in order to es-
tablish a reference from which one can meet the ob-
jectives of the investigation, not to mention the
limitations of time and resources. To Dubois and
Gadde (2002) more interesting than the similarities
to be found among the cases, are the differences
and their possible explanations. In this sense, it will
be interesting to study contrasting cases.
In summary, cases should be relevant (George
& Bennett, 2005) and with a potential for learning
(Dubois & Gadde, 2002), in order to be able to build
a more complete and noticeable mosaic. The crite-
ria for the selection of the case studies were: To be
successful Portuguese export companies to the An-
golan market have to export to the Angolan market
through a locally based distributor.
4.1 Population and sampling
The sampling process is not random and is
based on the list of the top 50 Portuguese exporters
and their respective Angolan counterparts. Compa-
nies were not selected randomly, nor intended to
be a representative sample of any manufacturing
business.
The Agency for Investment and External Com-
merce of Portugal (AICEP, EPE), made available, in
August 2011, the most recent list of the fifty largest
Portuguese companies exporting to Angola.
on the Relations Between Portuguese Exporters and Angolan Distributors
Dynamic Relationships Management Journal, November 2013 55
The sample was selected according to the cri-
teria of external validity/reliability. We opted for
companies belonging to different sectors of the
market, in order to get as much information about
manufacturer-distributor relations in different busi-
nesses, therefore increasing this study validity.
The sample was made up by two case studies
of Portuguese export companies (Galp Energia and
Unicer Bebidas, S.A.) and one case study of an An-
golan distributor (Mota & Tavares Lda.).
Unicer Bebidas, SA. |Unicer| actually is the Por-
tuguese company, in all the sectors of activity that
exports more to Angola. Mota & Tavares Lda.
|M&T| was founded 50 years ago and it imports
from Portugal since 1970. Galp Energia |GE|
founded in 1976, belongs to the oil and power sec-
tor, is present in Angola since 1982.
5. DISCUSSION
The first research question investigates how
the differences and the similarities between Por-
tuguese and Angolan cultures and the values influ-
ence the quality of the relationship in trade
relations between the Portuguese exporting com-
panies and their Angolan distributor(s)
The following interviewees’ statements, and
the respective theoretical explanations, will help us
to understand the influence of culture and values in
this context
Both Portuguese and Angolans speak the same
language, which may represent “a trade facilitator”
(Ghemawat, 2001).
“The Lusophone component of Galp Energia
operates as a further facilitating factor of the rela-
tion of cultural affinity between the parties,” |GE|
“...the same language, other easiness.”
|M&T|
Although the Portuguese and the Angolans
share the same language, the way to communicate
must be adapted to the local culture.
“Unicer made a huge effort to communicate lo-
cally either by the use of local expressions in lan-
guage, or through the “Angolanisation” of events.
|Unicer|
There are many common habits and customs:
“Portuguese companies at this time, some An-
golans have bought from Portuguese companies for
a simple reason: habits and customs, there were 500
years. And Portugal and Angola created a family of
500 years that is almost difficult to separate.” |M&T|
…“The culture is the same, because the Por-
tuguese have a culture of long years of qualities and
customs of Angola, the food, habits of dressing, are
equal. But the culture is the same, no differences.
Habits, customs of the Angolan and Portuguese are
the same.”|M&T|
Other important cultural traits are the notion
of time (Hall, 1977) social hierarchies and national
pride and nationalism.
“The African concept of time is completely dif-
ferent from the European one. There is a bias for
the short term. The African reality is more oriented
living day after day and the moment without a long-
term referential. This fact often leads to misunder-
standings as for a benchmark for the assessment of
investments”.
Angola may be considered a p-time country
(Hall, 1977) since “there is an established tolerance
for delays and non-fulfilments.” |Unicer|
As for distinct social hierarchies, “it still prevails
the importance of age and position in the family as
a benchmark of social relations. For example, the
importance of the elder in decision making and in
social relations.”
Angola is a low individualism country, and sta-
tus oriented and so, the “recognition by the group
is determining of the individuals’ attitudes”. |Unicer|
National pride and nationalism are quite obvi-
ous in the following statement: “There is an extreme
sense of belonging to the Angolan nationality and
patriotism; therefore, the business behaviours must
take into consideration this sense of belonging. It is
easy to adopt behaviours that offend the notion of
“Angolanity” which can have severe negative reper-
cussions on business and on brands. It's easy to be
perceived as neo-colonial.“ |Unicer|
These statements show the importance of cul-
tural empathy. As maintained by LaBahn and Harich
Dynamic Relationships Management Journal, November 2013
Gisela Alves, António Barros, Mário Raposo: The Interrelated Effects of Culture and Relationship Quality
56
(1997), cultural sensitivity is needed to succeed in
international markets, since importers may be sus-
ceptible to behaviours they deem inappropriate.
Sensitivity to time conception differences, to a
stressed sense of nationalism and to social hierar-
chies is of paramount importance in doing business
in Angola.
An expression of nationalism is the landlord be-
haviour, which is very deeply rooted in the An-
golans’ beliefs and business practices, maybe due
to the several centuries of colonization:
“The Angolan deems to be the owner of his
country and therefore he thinks he can take posses-
sion of some income from foreign business operat-
ing in his country. This leads, for example, to the
requirement of quotas and shares in companies
without capital inflows“. |Unicer|
The influence of values like honesty, credibility
and transparency on trade relations success, be-
tween Portuguese and Angolan companies, is quite
clear from the following statements:
“One of the main bases is honesty…” ”...be-
cause of this aspect Angola prefers to work with the
Portuguese than with any other, this is known. ...
“Most of moral values are honesty from both parties
... don’t sell to the customer a pig in a poke. This is
the main base in moral values.” |M&T|
A business with a Portuguese is always faster.
And if there is understanding and honesty from
both parties it is always much, much faster than
with any other foreign business.” |M&T|
Being transparent in trade relations, in this con-
text, is also important to succeed:
Will to share market knowledge and a philoso-
phy of information share about the market, cus-
tomers and business conditions in order to enable
maximum efficiency of the joint operation and max-
imizing value. |Unicer|
Understanding the importance of local values,
like masculinity and status recognition, and social
practices, like rumour spreading, and being able to
convert them into strategies may represent the dif-
ference between product success or failure.
“Crucial to the success of the product has also
been the creation of myths about the brand. The
Super Bock became known in the Angolan market
as the GTI, beer with power to the riot troop. That
is, through "rappers" and expressions of contempo-
rary Angolan popular music a myth was created that
responds to the desires of masculinity in society
and that corresponds to the diffusion of the belief
that Super Bock is a strong beer only for those who
have power, those who are manly... Displays of viril-
ity are a form of trust building or of coming together
with partners. This is an example of how the knowl-
edge of cultural realities can be used for the com-
munication strategy for a product/brand. This
however requires the knowledge of the idiosyn-
crasies of local consumers and of the culture that
shapes their behaviours.” |Unicer|
“The rumour spreads very fast and can be used
as a weapon of guerrillas to positively influence the
performance of the company's products, as well as,
if not controlled, it can cause irreparable damage to
a business relationship with a distributor.” |Unicer|
Understanding local business ethics idiosyn-
crasies and being able to cope with them is of para-
mount importance.
“Most relationships, in Angola, are defined out-
side the current legal context. There is a prevalence
of personal relationships and plots. They set up cre-
ative ways to make money that sustain an entire
subsistence economy. Without knowledge of the
rules in force in the informal sector, on which sub-
stantial part of the distribution networks of con-
sumer products is based, you cannot successfully do
business in Angola.” |Unicer|
Summing up, the common language, the
habits, customs and social practices, the notion of
time, the social hierarchies, the national pride and
its expression, the existence of cultural empathy, the
people’s values, the masculinity expression and the
business ethics, strongly influence the trade rela-
tions between the Portuguese exporting companies
and their Angolan distributors.
The second research question investigates how
trust and commitment influence the relationships
between the Portuguese exporting companies and
their Angolan distributors. The following intervie-
wees’ statements help us to understand how to
build trust and commitment, and their influence on
business relationships, within this context.
on the Relations Between Portuguese Exporters and Angolan Distributors
Dynamic Relationships Management Journal, November 2013 57
“... trust must exist between both parties. The
activity of Galp Energia in the Angolan market has
demonstrated the existence of this perennial fea-
ture, and both parties have fulfilled their commit-
ments.” |GE|
“Exactly. This is the main base, there has to be
trust and commitment.” |M&T|
“I have been working with Portugal for many
years, I have good relationships, and they all are my
friends.”… “He is a friend of mine and when I come
to Portugal, I have all cars, I have to go to the facto-
ries, so I can only say good things about Portugal.
In every corner I have a friend, friend.” |M&T|
“Most important, from both parties, not just
one. If both parties have this behaviour, the deal will
go far and builds friendships.” |M&T|
“... the relationships with our partners are
based on mutual trust which has proved to be ro-
bust over the years.” |GE|
The trust dimension “benevolence” aims to as-
sess whether the customer sees the exporter as a
friend and believes that he is on his side (Siguaw et
al., 1998). These statements show the importance
attached to affective trust and its role in building re-
lationships that last “for many years” |M&T| and
“robust over the years” |GE|. The commitment di-
mensions portrayed here are the continuity com-
mitment and the affective commitment. From the
statements, one may confirm that trust is a precon-
dition for increased commitment (Mietilla & Moller,
1990) and, like commitment, it is often stated as a
vital factor in successful relationships, mutual trust
being a main factor in long-term relationships
(Takala & Uusitalo, 1996).
Opportunistic behaviours can damage trust. Li
and Ng (2002) state that there may be opportunistic
behaviours in export channels, when the cultural
gap and psychic distance hinder communication.
This may explain why the Angolan importer M&T
trusts more the Portuguese exporters:
“Pig in a poke. And in Portugal, throughout this
time I have no problem. I do not mean that there
are no individuals, but I have no problem.” |M&T|
”It helps a lot, because the culture is the same,
the habits are the same and there is an understand-
ing and doing business is fast because that is what
sometimes, when you are going to do business for
example with a Chinese guy, with an individual of
another country that has not the same language,
it is not the same culture, the same customs and
habits, it is always more difficult, more time con-
suming.” |M&T|
Confirming the interviewee’s statement, Harris
and Ghauri (2000) note that sharing the same lan-
guage, beliefs and understandings is required for high
quality interactions and trust development to occur.
The level of trust in a relationship has been as-
sessed by evaluating in what extent: One partner is
on the other’s side (Siguaw et al., 1998), a partner
is concerned with the other partner’s business
(Johnson et al., 1996) and one partner can count on
the other when circumstances change or in an
emergency situation (Sanzo et al., 2003). All these
trust items are recognizable in the following M&T’s
statement:
”…he phoned me to say he was troubled with
the payment of things, it was not much, $30 000 or
$45 000 and if I could help out. I sent, I transferred
that money and I told him not to send the goods, to
keep them until we see how it goes in the next 15
days; a week later there was a withdrawal then the
goods were settled within the price they could sell.
Therefore it was this help that I gave because oth-
erwise he said he would have been obliged to shut
down the factory.” |M&T|
The following statements show the importance
of the dimension “competence” (Walter et al., 2003)
in building trust:
“You have to develop a climate of mutual trust,
so that Unicer has confidence in the ability of the
entity distributor to meet its commitments and to
respect the values of the brand, not causing any
damage to its image and possessing the ability to
distribute products with success.” |Unicer|
“...distributors must demonstrate their ability
by repeatedly placing orders.” |Unicer|
Reputation is also a process of building calcula-
tion trust (Doney & Cannon, 1997), that is, a com-
pany may be trusted “because they are who they
are” (Conway & Swift, 2000)”. Elg (2002) argues that
Dynamic Relationships Management Journal, November 2013
Gisela Alves, António Barros, Mário Raposo: The Interrelated Effects of Culture and Relationship Quality
58
trust may be based on the general reputation of the
company
(To build reputation) “the distributor and/or its
members must have to demonstrate an enduring
presence in the market and to be able to attest by
his reputation the medium/long-term commitment
to the market.” |Unicer|
The demonstration of commitment in relation-
ships should be a priority, in order to build partners’
trust (Buttle, 1996) since commitment serves to dis-
criminate between those "who stay" and those "who
leave" (Mummalaneni, 1987, as cited in Wilson, 1995).
“I was in debt in the market square here in
Porto, $ 7 million, it was a supply to the (Angolan)
state and the state did not pay me, then tomorrow,
we will pay tomorrow. And then they decided to pay
and I paid by two or three instalments, here in Porto,
I had no problems …” |M&T|
“(In) Portugal, if one pays in advance, they ful-
fil (the contract). It is very difficult (for them) to miss
their commitments. I appreciate that, in all the im-
ports.” |M&T|
The fulfilment of one’s obligations can build
trust. This is quite obvious from these statements.
Cognition based trust may result from the percep-
tion of performance behaviours and achievements
of the partner, such as the fulfilment of the respon-
sibilities of a part towards the other (Chen et al.,
1998). Trust may be conceived as a belief in the re-
liability of the partner and the fulfilment of its obli-
gations (Schurr & Ozane, 1985).
Over the years I have credit, a friendship with
all the companies, all give me credit. We have a
great friendship, over 30 or 40 years.” |M&T|
Parkhe (1998) identified three common issues
in trust definitions: trust is related to uncertainty
about the future, trust entails vulnerability and it is
granted to someone whose behaviour is not under
one’s control. This being said, credit granting means
that you trust the other party, since you don’t know
for sure that you’ll receive the money.
Granting distribution exclusivity creates the con-
ditions to build calculation commitment (Gilliland &
Bello, 2002) as it becomes apparent from the follow-
ing statements:
“Firstly, commitment to the UNICER brand and
products and desire to work in exclusive with com-
pany’s brands...”. |Unicer|
Summing up, the statements above reveal the
great importance of building trust and commitment
in the relationships with the Angolan importers.
Friendship is valued and it leads to long lasting rela-
tionships, i.e., benevolence trust builds continuity
commitment and affective commitment.
Between Portugal and Angola the psychic dis-
tance is low, which may explain why mutual trust is
higher comparatively to other markets, for both
countries, allowing for faster and easier business ne-
gotiations and giving rise to less frequent oppor-
tunistic behaviours.
If a partner shows he is concerned with the
other partner’s business and is helpful when an
emergency occurs, this may be a path to trust build-
ing and a catalyst to sound relationships.
While the regular fulfilment of obligations, the
exhibition of ability and credit granting are trust
builders, granting distribution exclusivity may be a
way to build calculation commitment.
6. CONCLUSIONS AND IMPLICATIONS
The general objective of this paper is to inves-
tigate the role of relationship quality and culture be-
tween the Portuguese export companies and their
intermediaries in the Angolan market.
A common cultural issue is the language. It be-
came apparent that language facilitates the relation-
ship, although the knowledge and the use of
Angolan expressions may be necessary. Common
habits and customs, acquired by the Angolans
through centuries of Portuguese colonization, may
influence the Angolans’ choice of Portuguese sup-
pliers over suppliers from other countries. Even
though, a certain “Angolanisation” may be required.
The African concept of time is completely
different from the European one. There is a bias for
the short term which may hamper business objec-
tives setting, the assessment of investments, defini-
tion of strategies, etc.
on the Relations Between Portuguese Exporters and Angolan Distributors
Dynamic Relationships Management Journal, November 2013 59
Angola is a new born independent country
which may partially explain the existence of a very
strong sense of belonging to the Angolan nationality
and patriotism Thus, it is very important to avoid be-
haviours that offend the notion of “Angolanity”. An
expression of this is the landlord behaviour, the An-
golans claiming they can take possession of some in-
come from foreign business operating locally,
somehow reducing the attractiveness of the market.
Other cultural traits are the respect for elder
people, the importance attached to social position
and to recognition by the group. The knowledge of
these realities may help in having a proper social be-
haviour, in carrying out business negotiations and in
choosing the right advertising messages and opinion
makers.
Values like honesty, credibility and transparency
on trade relations are valued and are of paramount
importance in doing business with local partners be-
sides hastening business. Portuguese business part-
ners are generally viewed by the Angolan importers
as honest and credible. Other values, like masculinity,
may be used in advertising campaigns to successfully
position brands. Fast rumour spreading is a local re-
ality that, if properly used, may benefit companies.
Understanding business ethics idiosyncrasies,
like creative ways to make money, and being able to
cope with them, may represent the business suc-
cess or failure
Another objective of this paper was to under-
stand why trust and commitment influence the re-
lationships between the Portuguese exporting
companies and their Angolan distributors. From the
interviewees’ statements, one may confirm that
trust and commitment are the main bases to build
and develop relationships within this context and
the former is a precondition for the later. It is also
clear that affective trust has an important role
within this process.
The cultural gap between Portugal and Angola
is small, which may prevent opportunistic behav-
iours and reinforce the level of trust in business re-
lationships between these countries.
Several trust builders were identified, such as
being concerned with the partner’s business, assis-
tance when an emergency situation occur, perceiv-
ing the other partner as a friend, knowing that the
other party is on one’s side, credit grant and exclu-
sive distribution grant.
The dimensions “competence”, “reputation”,
“fulfilment of the obligations” and “reliability” are
also evident.
In general, the results show that trust, commit-
ment, culture and similar values affect the way how
relationships are managed and its outcomes. It is
also evident that the knowledge of some market
idiosyncrasies is indispensable to succeed in the An-
golan market.
The implications of this study for management
are very important since managers can realize how
they can do business in Angola. However the study’s
results should be interpreted with caution. Given its
qualitative nature, there are limits to their general-
ization. Future investigation can replicate this study
in other colonizer/colonized pair of countries in
order to assess if the results hold.
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RQ 1) How do the differences and the similarities between Portuguese and Angolan cultures, and
the values, influence the quality of the relationship in trade relations between the Portuguese
exporting companies and their Angolan distributor(s)?
Petróleos de Portugal -
Petrogal, SA-Galp Energia,
SGPS, SA
"The Lusophone component of Galp Energia operates more as a facilitator of the relationship of cultural
affinity between the parties ..." |GE|
Unicer - União Cervejeira,
SA
"Crucial to the success of the product has also been the creation of myths about the brand. The Super
Bock brand became known in Angola as the GTI, beer with power to riot. That is through "rappers"
and expressions of contemporary Angolan popular music created a myth that responds to the desires
of masculinity in society and which corresponds to the diffusion of the belief that Super Bock is a strong
beer, only for those who have power, those who are manly, hence Super Bock to riot ... Views of virility
are a way of building trust or of approaching partners. This is an example of how knowledge of cultural
realities, at the consumer level, can be used in the strategy communication of a product / brand. This
however requires the knowledge of the idiosyncrasies of local consumers and culture that shapes their
behaviour." |Unicer|
"Most relationships in Angola are defined outside of the legal framework in force. There is a prevalence
of personal relationships and plots. They devised creative ways to make money that sustain an entire
subsistence economy. Without the knowledge of the rules in force in the informal sector, where a sub-
stantial part of the distribution networks for consumer products is based, you cannot succeed in business
in Angola." |Unicer|
Table 1: Summary of the data collection in relation to the research question (RQ 1) – Exporting Companies
Source: Self elaboration
ANNEXS
Dynamic Relationships Management Journal, November 2013
Gisela Alves, António Barros, Mário Raposo: The Interrelated Effects of Culture and Relationship Quality
on the Relations Between Portuguese Exporters and Angolan Distributors
64
Table 2: Summary of the data collection in relation to the research question (RQ 1) - distributor (s) Angolan (s)
RQ 1) How do the differences and the similarities between Portuguese and Angolan cultures, and
the values, influence the quality of the relationship in trade relations between the Portuguese
exporting companies and their Angolan distributor(s)?
Mota & Tavares Lda. ... "The culture is the same, because the Portuguese have a culture of many (long) years of qualities
and customs of Angola, the food, dressing habits, are the same. Now, what happens is that sometimes
both on one side as on the other, are not properly prepared to make things easier, and then things go
wrong. But the culture is the same, no difference. Habits, customs of the Angolan and Portuguese are
the same and you cannot change them." |M & T|
"One of the main bases is honesty ..." ... "... Because of this, Angola prefers to work with the Portuguese
than any other, this is known ...." Most moral values are honesty of both parties. Knowing that I'm going
to deliver a product and the customer will be satisfied with the product, he will not be ill-served: This is
the main base, not to sell the customer a pig in a poke. This is the main basis of moral values." |M & T|
RQ 2) How do trust and commitment influence business relationships between the Portuguese ex-
porting companies and their Angolan distributor(s)?
Mota & Tavares Lda. "This is the main base, there has to be trust and commitment." |M & T|
"The most important, of both parties, and not just one. If both parties have this behaviour, the business
is successful and builds friendships." |M & T|
Source: Self elaboration
Source: Self elaboration
Source: Self elaboration
Table 3: Summary of the data collection in relation to the research question (RQ 2) - Exporting Companies
RQ 2) How do trust and commitment influence business relationships between the Portuguese ex-
porting companies and their Angolan distributor(s)?
Petróleos de Portugal -
Petrogal, SA-Galp Energia,
SGPS, SA
"... There must be trust between both parties. The activity of Galp Energia in the Angolan market has
demonstrated the existence of perennial feature and both parties have fulfilled their commitments." |GE|
"... Relationships with our partners are based on mutual trust, which has proven to be robust relation-
ships over the years." |GE|
Unicer - União Cervejeira,
SA
(To build a reputation) "the distributor and / or its members have to demonstrate a lasting presence in
the market and be able to vouch for their reputation commitment to medium / long term with the mar-
ket." |Unicer|
"Firstly, the commitment to the brand and UNICER products and the desire to work exclusively with the
company's brands ... reflection of the desire to develop the distributor's brands UNICER." |Unicer|
"You have to develop a climate of mutual trust, so that Unicer has confidence in the ability of the dis-
tributing entity to honour their commitments and respect the values of the brand, not causing any
damage to its image and who possess the ability to distribute products successfully." |Unicer|
Table 4: Summary of the data collection in relation to the research question (RQ 2) - Angolan distributor (s)