Sales and Marketing Resistance to Key Account Management Implementation: An Ethnographic Investigation

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Sales and Marketing Resistance to Key Account Management Implementation: An Ethnographic Investigation. / Pressey, Andrew; Gilchrist, A; Lenney, P.

In: Industrial Marketing Management, Vol. 43, No. 7, 10.2014, p. 1157-1171.

Research output: Contribution to journalArticlepeer-review

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@article{5adc0e75f561406ab0d2db73cb0942c0,
title = "Sales and Marketing Resistance to Key Account Management Implementation: An Ethnographic Investigation",
abstract = "The study of Key Account Management (KAM) is ubiquitous in business-to-business marketing research. Despite its importance within B2B research, however, few authors have questioned why actors may actually resist its adoption. In a novel 18-month longitudinal ethnographic study following one organization's endeavours to implement KAM (Fitcorp), we examine the approaches adopted by organizational members to resist KAM implementation. Our understanding of how and why actors might resist KAM implementation reveals a continuum of resistance strategies that vary in severity (spanning disengagement to hostility). Further, we find a number of explanations that actors draw on to justify their resistance to KAM implementation. These findings are discussed and implications for theory and practice are offered.",
author = "Andrew Pressey and A Gilchrist and P Lenney",
year = "2014",
month = oct,
doi = "10.1016/j.indmarman.2014.06.005",
language = "English",
volume = "43",
pages = "1157--1171",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier",
number = "7",

}

RIS

TY - JOUR

T1 - Sales and Marketing Resistance to Key Account Management Implementation: An Ethnographic Investigation

AU - Pressey, Andrew

AU - Gilchrist, A

AU - Lenney, P

PY - 2014/10

Y1 - 2014/10

N2 - The study of Key Account Management (KAM) is ubiquitous in business-to-business marketing research. Despite its importance within B2B research, however, few authors have questioned why actors may actually resist its adoption. In a novel 18-month longitudinal ethnographic study following one organization's endeavours to implement KAM (Fitcorp), we examine the approaches adopted by organizational members to resist KAM implementation. Our understanding of how and why actors might resist KAM implementation reveals a continuum of resistance strategies that vary in severity (spanning disengagement to hostility). Further, we find a number of explanations that actors draw on to justify their resistance to KAM implementation. These findings are discussed and implications for theory and practice are offered.

AB - The study of Key Account Management (KAM) is ubiquitous in business-to-business marketing research. Despite its importance within B2B research, however, few authors have questioned why actors may actually resist its adoption. In a novel 18-month longitudinal ethnographic study following one organization's endeavours to implement KAM (Fitcorp), we examine the approaches adopted by organizational members to resist KAM implementation. Our understanding of how and why actors might resist KAM implementation reveals a continuum of resistance strategies that vary in severity (spanning disengagement to hostility). Further, we find a number of explanations that actors draw on to justify their resistance to KAM implementation. These findings are discussed and implications for theory and practice are offered.

U2 - 10.1016/j.indmarman.2014.06.005

DO - 10.1016/j.indmarman.2014.06.005

M3 - Article

VL - 43

SP - 1157

EP - 1171

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

IS - 7

ER -