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In business-to-business (B2B) markets, the success of key account management (KAM) teams depends on how they are structured and how they handle customer relationships. The authors conceptualize relationships among selling team members as a within-seller (intrafirm) network and the relationships between selling team members and buyer representatives as a buyer–seller (interfirm) network. Drawing on both structural (buyer–seller density, within-seller density, and within-seller centralization) and functional (buyer–seller similar function ties and within-seller cross-functional ties) composition attributes of these networks, the authors examine how the interplay between these networks drives seller account profitability. Using data from 207 key account managers across B2B industries, the authors uncover a nuanced pattern of interplay across the two networks. Densities in the two networks are mutually substitutive, but density in the buyer–seller networks and centralization in the within-seller networks serve complementary roles. Cross-function ties in the within-seller network serve a complementary role too, but only in relation to similar function ties in the buyer–seller network. In contrast, within-seller centralization supports both network density and similar function ties in the buyer–seller network and, thus, emerges as a valuable KAM team characteristic. These findings suggest multiple ways for firms to align interfirm and intrafirm KAM networks to improve account profitability.

In a survey of key account managers, we examine how internal and external collaboration individually and jointly affect performance. We shed light on the role of proactiveness in generating these effects. Using a social exchange theory lens, we consider how managing a portfolio of relationships through collaboration, both inside and outside of the organization, plays an important role in key account manager performance. Using data collected from key account managers across a range of industries, this study finds that proactive key account managers have higher levels of collaboration and performance. We find however that only the joint effect of internal and external collaboration positively affects performance. Interestingly, there were no direct effects. This study extends our understanding of the nature of collaboration in business-to-business relationships. Drawing on these findings, we discuss several theoretical and managerial implications.

Purpose The purpose of this study is to explore relational aspects of key account management (KAM) in terms of social capital and relationship quality. The second objective was to identify the main dimensions that shape social capital and relationship quality within the KAM context. Finally, the third objective was to explore how relational KAM is practiced in the Middle Eastern context. Design/methodology/approach This study used a qualitative methodology and a multiple case design. Semi-structured interviews were carried out with a sample of senior executives from large Saudi firms. Findings The results highlight the importance of relationship quality and social capital to KAM implementation. A multiple case study was used to build a relational framework for KAM in the Middle Eastern context. Practical implications Three strategies were identified for use within the context of KAM in the Saudi market. The first strategy consisted of a means of attracting potential customers. The second strategy involved communication, aimed at maintaining frequent contact with key accounts. Finally, the third strategy was concentrated in maintenance to help sustain the relationship with key accounts. Originality/value This study extends understanding and the application of KAM to the Middle Eastern context, contributing to social capital, relationship quality and the KAM literature.

Team selling is a useful approach for retaining strategically important accounts in business-to-business markets. For key account sales teams, ensuring adequate access to information about customer needs offers sustainable competitive advantages. However, the internal alignment of market information remains a recurring managerial issue in key account team selling. This study develops a moderated mediation model to identify management strategies that encourage team members' formal information sharing, which in turn improves team effectiveness. Analysis of a multilevel data set comprising 37 fluid key account teams reveals that customer orientation and task interdependence increase formal information sharing among team members. Managers' exercise of professional control strengthens the positive impact that formal information sharing has on team satisfaction. However, the practice has a dysfunctional influence on the positive effect of task interdependence on formal information sharing. Firms with key account management (KAM) programs must decide whether the marginal benefits attained by advocating such professional control outweigh the possible drawbacks.

Purpose The importance of key account management (KAM) as a management technique in business-to-business markets has grown in recent years. The success of KAM programmes is highly dependent on the efforts of individual employees, specifically key account managers. Research on KAM at an individual level is important but lacking in the academic domain. This study aims to fill this gap by developing and evaluating a model of key account manager personality traits and how they impact the adoption of artificial intelligence (AI) technologies. The study also depicts the effect of the adoption of AI technologies on competitive advantage and firm performance. Design/methodology/approach The study examines how the adoption of AI technologies impacts firms’ competitive advantage and performance. The study used competitive advantage as a mediator and organisational culture as a moderator. A mixed-method analysis was used to conduct the study. In the first phase, an exploratory study was conducted using interviews with 26 key account managers from the automobile industry and thematic analysis to establish 9 constructs. In the second phase, which is a confirmatory study, 496 respondents finally responded to the questionnaire. Findings All constructs are used for confirmatory analysis and validate the data. Our research shows that key account managers’ adoption of AI technologies is influenced significantly by personality traits. Extraversion, agreeableness, conscientiousness, neuroticism and openness have substantial links to adopting AI technologies, which impacts firms’ competitive advantage and performance. Organisational culture significantly moderates the association between agreeableness and the adoption of AI technologies. Practical implications The findings of this research allow organisations to optimise team composition, customise training programs based on individual traits and incorporate personality assessments into recruitment processes for streamlined technology adoption and improved competitiveness. Overall, these actions aim to enhance AI integration, driving competitive advantage and client satisfaction. Originality/value This study stands out as one of the limited inquiries examining how the Big-five personality traits of key account managers influence the integration of AI technologies and its resulting impact on company performance. Therefore, this research makes notable contributions to the realms of organisational psychology and technology adoption studies.

Alasdair MacIntyre’s critique of managerial capitalism is well known, with some arguing that MacIntyrean thought is antithetical to contemporary capitalist business. Nevertheless, substantial efforts have been taken to demonstrate how different business activities constitute MacIntyrean practices, which points to an incoherence at the heart of MacIntyrean business ethics scholarship. This article proposes a way of bridging these perspectives, suggesting a reimagined MacIntyrean approach to business that is thoroughly ‘practice-led.’ A detailed comparison of accounting and management shows that while neither are practices in ‘good order,’ they differ in significant ways: where management does not meet the criteria for a MacIntyrean practice, accounting is a ‘distorted’ practice. This leads to a categorisation of practice-led business activity, whereby the traditional tasks of management are subsumed, shared or subordinated to practices and practitioners. Insights on how this can be implemented are drawn from the ‘communities of practice’ literature and a consideration of professions.

Purpose The present study aims to contribute to the growing stream of literature about the network perspective of value co-creation via key account management (KAM) by exploring how firms, in complex industrial markets, use key account strategies to create value, not only for buyers and sellers of industrial products/services but also, more widely, for larger ecosystems of stakeholders. The research question this paper seeks to address is how the KAM approach promotes value co-creation in multi-stakeholder ecosystem. Design/methodology/approach To answer this research question, this study uses a qualitative research approach based on data triangulation. This study focuses on the market access (MA) strategies implemented by a multinational UK-based pharmaceutical company within the Italian multi-stakeholder health-care ecosystem over several years. Findings The results show that KAM in complex networks acts as a catalyst for value creation, through multiple interactions with different actors and an ad hoc configuration of five strategic levers: product performance, economic impact, institutional relationships, commercial organization and communication. These levers are able to unlock the appropriate value drivers and form a specific “market access mix” implemented by the firm to both promote the adoption of the firm’s products and generate value for all market stakeholders. Originality/value The study offers an innovative and comprehensive evidence-based model for designing specific MA strategies aimed at co-creating value within multi-stakeholder ecosystems. The proposed MA mix outlines the fact that knowledge, relationships and innovation are not unique factors that can be leveraged by stakeholders to co-create value.

Purpose This study aims to investigate account managers’ dual embeddedness (customer and internal embeddedness) in solution co-creation. The authors examine the mediating role of two-way matching between suppliers and customers and the moderating role of customer requirement complexity. Design/methodology/approach The authors use a questionnaire to collect data from 566 account managers of supplier companies in China and conduct hypothesis testing through multiple linear regression analysis and bootstrapping. Findings The findings demonstrate that customer and internal embeddedness are distinct with different dimensions and are positively related to solution co-creation performance. Customer and internal embeddedness affect solution co-creation performance through two-way matching in the customer requirement definition and solution integration phases, respectively. The interaction term of customer and internal embeddedness indirectly affect solution co-creation performance through two-way matching, and customer requirement complexity strengthens this main effect. Originality/value To the best of the authors’ knowledge, this study is the first to examine dual embeddedness at the individual level and distinguish between the customer and internal embeddedness of account managers by different dimensional classifications. The authors clarify the difference and relationship between customer and internal embeddedness in solution co-creation and investigate the mediating and moderating roles of two-way matching and customer requirement complexity, respectively. This study expands the theoretical research on social embeddedness theory and business-to-business solutions and provides useful insights into the solution co-creation practice for account managers and suppliers.

Purpose This study aims to investigate the cultural factors that influence global account management (GAM) in the context of Indian buyers and German suppliers from a wide perspective. Design/methodology/approach After conducting a critical literature review on key account management (KAM), GAM and organizational culture, the authors conducted an exploratory case study with 23 global account managers (GA managers) who work for German-based multinational companies and manage global accounts from India. The results of a qualitative data analysis are demonstrated using consensus and template methods. Findings The findings of this study indicate that language, communication, the concept of time, conflict avoidance, organizational structure, decision-making, trust and relationship are among the cultural factors that can influence GAM in a German and Indian context. Research limitations/implications Given the substantial cultural disparities between Northern India and Southern India, it is especially difficult to generalize cultural factors in GAM. On the other hand, these factors can be used as a prerequisite for the development of cultural dimensions when collaborating with individuals and organizations from diverse cultures. Practical implications This research is essential for global sales managers, GA managers and executives who intend to collaborate with Indian buyers or suppliers. Originality/value Prior business-to-business marketing literature on KAM and GAM has been mostly on the western context. This study is the first step in examining the cultural effect on GAM relationships between Indian and German organizations.

Purpose The purpose of this paper is to investigate the influence of social capital and relationship quality on key account management (KAM) effectiveness. Design/methodology/approach Based on the literature, the authors designed a framework that links social capital, relationship quality and KAM effectiveness. Data were collected through a self-administered questionnaire. Using data from a sample of 172 business-to-business supplier firms, the authors examined this model. Findings The research results provide empirical support to the importance of relational aspects of KAM by showing how the relational aspects of relationship quality and social capital influence the effectiveness of the supplier-key account relationship. Originality/value The authors add to the literature on relational KAM by integrating theoretical perspectives on social capital, relationship quality and KAM. They develop a model that investigates the antecedents of the effectiveness of supplier–key account relationships from a relational perspective. The study explains the relationships between six constructs representing social capital (ability, benevolence, integrity, flexibility, information exchange and solidarity) and three constructs representing relationship quality (trust, satisfaction and relationship atmosphere), together with the relationships between these three constructs of relationship quality and KAM effectiveness.