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The Role of Interorganizational Fit in Global Account Management

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  • Omar Toulan
  • Julian Birkinshaw
  • David Arnold

Abstract

In this paper, we apply the concept of interorganizational fit to the use of global account management programs in multinational corporations. It is predicted that greater fit between vendor and customer on a variety of strategic as well as structural aspects will result in higher performance of the relationship. This is contrasted with a bargaining perspective approach to managing customer relationships. Support for the hypotheses is found using a survey of 106 global account managers in 16 multinational corporations.

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  • Omar Toulan & Julian Birkinshaw & David Arnold, 2006. "The Role of Interorganizational Fit in Global Account Management," International Studies of Management & Organization, Taylor & Francis Journals, vol. 36(4), pages 61-81, January.
    • Handle: RePEc:taf:mimoxx:v:36:y:2006:i:4:p:61-81
    DOI: 10.2753/IMO0020-8825360403
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    Cited by:

    1. Lili Mi & Xiao-Guang Yue & Xue-Feng Shao & Yuanfei Kang & Yulong Liu, 2020. "Strategic Asset Seeking and Innovation Performance: The Role of Innovation Capabilities and Host Country Institutions," JRFM, MDPI, vol. 13(3), pages 1-22, March.
    2. Sandesh, Sadasivan Pillai & .S, Sreejesh & Paul, Justin, 2023. "Key account management in B2B marketing: A systematic literature review and research agenda," Journal of Business Research, Elsevier, vol. 156(C).
    3. Fang Wu & Linda H. Shi, 2011. "Dealing with Market Dynamism," Management International Review, Springer, vol. 51(5), pages 635-663, October.
    4. Lydia Bals & Virpi Turkulainen, 2021. "Integration of the buyer–supplier interface for Global sourcing," Operations Management Research, Springer, vol. 14(3), pages 293-317, December.

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