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This study investigates how direct cultural interaction between a supplier country’s personnel and host country purchasing decision makers (HCNs) occurring during the exporting of professional, high-contact services can help shape the latter’s perception of the image of the supplier country and their willingness to buy its services or products. The article develops a theoretical framework that identifies those key drivers and their relationship.

This is a conceptual paper based on a comprehensive review of the literature complemented by a pilot study with offshore executive MBA programs.

A conceptual model is developed with a series of testable propositions.

The framework should help companies and organizations involved in the exporting of such services devise programs to bolster the image of their country as a provider of these and other services and products.

Trade in services is becoming a lifeline for many developed countries that have seen their manufacturing industries relocate to low labor-cost countries. Thus, it is imperative for these countries to bolster their COO to gain competitive advantage. Developing countries can also use such a framework as a means of improving the overall image of their own country and its products.

This research complements those rare studies done on the acculturation of HCNs by examining, for the first time, this process in the context of the exporting of professional services and on how it can lead to changes in the perception of the HCNs vis-à-vis the image of the supplier country.