The Role of Interorganizational Fit in Global Account Management

Omar N. Toulan · Julian Birkinshaw · David Christopher Arnold

38 citations0/0 files storedInternational Studies of Management and Organization

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Customer Service Quality and Loyalty Quality and Supply Management Outsourcing and Supply Chain Management

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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1994The Commitment-Trust Theory of Relationship Marketing 2011External Control of Organizations: Resource Dependence Perspective 1998The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage 1987Developing Buyer-Seller Relationships 1978Organizational Strategy, Structure, and Process 1978Vertical Integration, Appropriable Rents, and the Competitive Contracting Process 1973Designing Complex Organizations 1978The External Control of Organizations.

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2010The impact of cultural similarities and differences on performance in strategic partnerships: An integrative perspective 2013Where's the strategic intent in key account relationships?2016Performance Effects of Global Account Coordination Mechanisms: An Integrative Study of Boundary Conditions 2012Does Centralising Global Account Management Activities in Response to International Retailers Pay Off?

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