and Ouellet said: Innovation has emerged as the new mantra in all spheres of business over the past decades. Intuitively, salespeople should play a key role in innovation and new product development (NPD). Because they spend their workdays interacting with customers and clients, they are very likely the ones who best understand whatever it is that the market prefers, needs, and wants. (Lacroix, Lussier and Ouellet, 2014) In addition, Jong, Verbeke and Nijssen also pointed out The goal of sales innovation is to better understand the role of a company’s sales force in the product innovation process and salespersons’ ability to sell newly developed products. Salespeople who sell new products have contact with lead users, and lead users most of the time are innovative too. Hence, salespeople not only get involved in facilitating product adoption in the market but also help to get voice from the market and, as such, help their company to keep innovating effectively (Hargadon, 2003). In fact, many new technologies have emerged because they answer the problems of a specific set of customers (lead users). This makes a salesperson a new kind of customer boundary spanner: he convinces customers, listens to their voices, and also effectuates the interaction between people of his firm and that of the customer (Wotruba, 1991). Consistent with this, in the business press, Dixon and Adamson (2011) recently proposed that salespeople ought to operate as challengers, meaning they have to confront customers’ habitual work and thinking habits (which are imprinted) and challenge them to look differently at the world so that they can mobilize their own social environment (or buying center). Modern salespeople are not just sellers, but they have become challengers of ideas requiring that they have a deep understanding of the industry such that they become proficient knowledge brokers (Verbeke, Dietz, and Verwaal, 2010; De Jong, Verbeke and Nijssen, 2014) 3.3.3 Chinese sale person behaviors Networks of informal relationships are one of the major characteristics of business and social activities in Asian regions such as China, HongKong, Korea, Japan, and Taiwan. (Tsai, Chi and Hu, 2009) Tsai, Chi and Hu also pointed out renqing orientation as a personality Trait. Nevertheless, not every Chinese person follows this cultural norm in the same manner. Some may have a higher tendency of giving gifts to those who have helped them in the past, for example, but other may not. Moreover, they followed Weitz et al.’s (1986) classification of selling behaviors. They identified two general types of selling behaviors: adaptive selling and hard work (see also Levy and Sharma 1994; Sujan 1986; Weiner 1980; Sujan et al. 1994). As show as below, the first type of selling behavior is ‘‘adaptive selling’’, or ‘‘the altering of sales behaviors during a customer interaction, or across customer interactions, based on perceived information about the nature of the selling situation’’ (Levy and Sharma 1994, p. 39). Research has shown that excellent sales representatives often alter their selling behaviors on the basis of situational considerations (Sujan et al. 1994; Leong et al. 1989). That is, these salespeople will try to understand the need of their customers, select the best sales strategies for these customers, and recommend products that satisfy these customers’ particular needs (Weitz 1978; Weitz et al. 1986; Lambert et al. 1990). Another type of selling behavior, ‘‘hard work’’ describes ‘‘the overall amount of effort that a salesperson devotes to his or her work’’ (Sujan et al. 1994, p. 40). Empirical evidence has shown that high-performing salespeople are usually those who work very hard at their jobs (Churchill et al. 1985; Sujan et al. 1994). Sujan et al. (1994) suggested that these successful salespeople tend to be persistent at selling, devote a great deal of effort to their work, and continue their selling effort even in the face of failure. (Tsai, Chi and Hu, 2009) 3.3.4 Cross culture selling Although cross-cultural selling is a delicate process requiring a high level of cultural sensitivity, our understanding of why some salespeople are more effective than others in culturally diverse situations is limited. This is problematic considering the fact that many firms now derive a large percentage of their revenues from global operations. Political events of the past 20 years—events such as the collapse of the Soviet bloc, creation and enlargement of the European Union, and implementation of the North American Free Trade Agreement (NAFTA)— have spurred an increase in global initiatives among firms. Many have shifted their focus to the emerging economies of the world, particularly those of Brazil, Russia, India, and China (BRIC), given the significant growth opportunities these economies provide. All indications suggest this shift will become even more pronounced in the years to come. (Hansen et al., 2011) Hansen’s research was based on cultural intelligence and cultural adaptation related on salesperson performance. Individuals high in CQ are capable of functioning and effectively managing in culturally diverse settings (Earley and Ang 2003). The construct is rooted in general intelligence theories that posit that highly intelligent individuals are adept at solving problems based on their ability to grasp and reason with the relevant concepts surro>