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Article
Publication date: 18 August 2022

Nayan Kadam, Barbara Niersbach and Bjoern Sven Ivens

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.

501

Abstract

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.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 2
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 August 2004

Bjoern Sven Ivens

Many transactions in the business‐to‐business‐field are governed on a relational basis. In such long‐term business relationships, the object of exchange is but one determinant of…

1849

Abstract

Many transactions in the business‐to‐business‐field are governed on a relational basis. In such long‐term business relationships, the object of exchange is but one determinant of relationship success. Soft factors such as the customer‐directed behaviors a supplier demonstrates are generally believed to be a major determinant of performance variables. Based on the relational exchange framework, this paper examines the impact of relational behaviors on relationship quality in professional service relationships. An empirical study conducted among 206 purchasers of market research information provides evidence that supplier behaviors such as role integrity, flexibility, or solidarity have an important impact on different dimensions of customer‐perceived relationship quality (satisfaction, trust, and commitment).

Details

Journal of Business & Industrial Marketing, vol. 19 no. 5
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 February 2006

Björn Sven Ivens

The purpose of the paper is to analyse what roles different relational norms play in long‐term business relationships.

2268

Abstract

Purpose

The purpose of the paper is to analyse what roles different relational norms play in long‐term business relationships.

Design/methodology/approach

The paper uses exploratory factor analysis on a data set of n=297 relationships and identifies two norm dimensions: value‐creating norms and value‐claiming norms.

Findings

This paper demonstrates that extant empirical research on relational norms and related behaviours is fragmentary and that there is considerable overlap between certain norms. Hence, the dimensionality of the norm concept remains unclear.

Originality/value

This study contributes to a clearer picture of the norm construct that has been used in a fragmented and selective way in empirical studies in the past.

Details

Journal of Business & Industrial Marketing, vol. 21 no. 2
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 13 June 2008

Björn Sven Ivens and Catherine Pardo

The concept of key account management (KAM) has received considerable attention from practitioners and scholars for well over 20 years now. However, numerous articles build on a…

3176

Abstract

Purpose

The concept of key account management (KAM) has received considerable attention from practitioners and scholars for well over 20 years now. However, numerous articles build on a set of tacit assumptions for which we lack empirical evidence. This paper seeks to propose an empirical test of several of these assumptions.

Design/methodology/approach

The contribution draws on a study conducted among 297 purchasing managers in two industries (packaging goods, market research data).

Findings

The findings indicate that parts of the foundations of KAM are not as solid as they may appear at first sight.

Practical implications

This paper invites managers of KAM programs to carefully consider the objectives they assign to such programs by integrating the idea of value created both for key customers and for suppliers implementing such programs.

Originality/value

The paper extends knowledge of key account management in the business field by providing new – and, in the light of the extant literature, sometimes rather counter‐intuitive – insights in this important management phenomenon. It does this by systematically comparing key account relationships and non‐key account relationships.

Details

Journal of Business & Industrial Marketing, vol. 23 no. 5
Type: Research Article
ISSN: 0885-8624

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