Do social capital and relationship quality matter to the key account management effectiveness?

Abstract

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.

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