Key account management in China: Insights from a Chinese supplier

William H. Murphy (First Author), Ning Li (Participant Author)

    Research output: Contribution to journalJournal

    6 Citations (Web of Science)

    Abstract

    Although China is the epicenter of global sourcing and has a vastly different context than the West, almost no key account management (KAM) studies have taken the perspective of Chinese suppliers. Our exploratory multiple-method study uses data gathered from a major Chinese apparel supplier and two of their Western key accounts (KAs). Patterns in the data offer insights as to why Chinese suppliers embrace KAM, what KAM activities they engage in, and how they adapt to serve Western KAs. Comparing personnel attitudes (perceived supervisor effectiveness, job satisfaction, and commitment) to those of personnel from suppliers at two Western countries, it seems that comparatively less effective supervisors and stress may harm attitudes at Chinese firms. Overall, our study suggests that Chinese suppliers gain competitive advantage through active market intelligence gathering and adaptive practices. For Western KAs, adapting toward their Chinese counterparts' traditional guanxi tendencies should strengthen supply chain relationships.
    Original languageEnglish
    Pages (from-to)1234-1241
    JournalJournal of Business Research
    Volume68
    Issue number6
    DOIs
    Publication statusPublished - 2015

    Corresponding author email

    ningli@jhu.edu

    Keywords

    • ANTECEDENTS
    • BEHAVIOR
    • CONSEQUENCES
    • CONTEXT
    • CONTINUANCE
    • China
    • Employee attitude
    • Guanxi
    • JOB-SATISFACTION
    • Key account management
    • METAANALYSIS
    • ORGANIZATIONAL COMMITMENT
    • OUTCOMES
    • PERFORMANCE
    • Relationship
    • Supplier

    Indexed by

    • ABDC-A
    • Scopus
    • SSCI

    Fingerprint

    Dive into the research topics of 'Key account management in China: Insights from a Chinese supplier'. Together they form a unique fingerprint.

    Cite this