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

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Pressey, A, Gilchrist, A & Lenney, P 2014, 'Sales and marketing resistance to Key Account Management implementation: an ethnographic investigation', Industrial Marketing Management, vol. 43, no. 7, pp. 1157-1171. https://doi.org/10.1016/j.indmarman.2014.06.005

APA

Pressey, A., Gilchrist, A., & Lenney, P. (2014). Sales and marketing resistance to Key Account Management implementation: an ethnographic investigation. Industrial Marketing Management, 43(7), 1157-1171. https://doi.org/10.1016/j.indmarman.2014.06.005

Vancouver

Pressey A, Gilchrist A, Lenney P. Sales and marketing resistance to Key Account Management implementation: an ethnographic investigation. Industrial Marketing Management. 2014 Oct;43(7):1157-1171. Epub 2014 Jul 30. doi: 10.1016/j.indmarman.2014.06.005

Author

Pressey, Andrew ; Gilchrist, Alan ; Lenney, Peter. / Sales and marketing resistance to Key Account Management implementation : an ethnographic investigation. In: Industrial Marketing Management. 2014 ; Vol. 43, No. 7. pp. 1157-1171.

Bibtex

@article{fb098d103acf41799a4d7ed01a7f5875,
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{\textquoteright}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 actors draw on to justify their resistance to KAM implementation. These findings are discussed and implications for theory and practice are offered.",
keywords = "Key Account Management Implementation and Effectiveness, Resistance, Ethnography",
author = "Andrew Pressey and Alan Gilchrist and Peter 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 Inc.",
number = "7",

}

RIS

TY - JOUR

T1 - Sales and marketing resistance to Key Account Management implementation

T2 - an ethnographic investigation

AU - Pressey, Andrew

AU - Gilchrist, Alan

AU - Lenney, Peter

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 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 actors draw on to justify their resistance to KAM implementation. These findings are discussed and implications for theory and practice are offered.

KW - Key Account Management Implementation and Effectiveness

KW - Resistance

KW - Ethnography

U2 - 10.1016/j.indmarman.2014.06.005

DO - 10.1016/j.indmarman.2014.06.005

M3 - Journal article

VL - 43

SP - 1157

EP - 1171

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

IS - 7

ER -