Journal article 673 views
The dark side of effectuation in a key account management relationship
Phillip McGowan,
Chris Simms,
David Pickernell 
,
Konstantios Zisakis
,
Konstantios Zisakis
Journal of Business & Industrial Marketing, Volume: 36, Issue: 7, Pages: 1147 - 1162
Swansea University Author:
David Pickernell
Full text not available from this repository: check for access using links below.
DOI (Published version): 10.1108/jbim-04-2020-0215
Abstract
Purpose – The purpose of this paper is to consider the impact of effectuation when used by small suppliers within key account management (KAM) relationships.Design/methodology/approach – An exploratory longitudinal case study approach was used to examine a single small supplier operating in the snac...
| Published in: | Journal of Business & Industrial Marketing |
|---|---|
| ISSN: | 0885-8624 |
| Published: |
Emerald
2021
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| URI: | https://cronfa.swan.ac.uk/Record/cronfa61223 |
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<?xml version="1.0"?><rfc1807><datestamp>2022-09-30T12:16:47.9470341</datestamp><bib-version>v2</bib-version><id>61223</id><entry>2022-09-14</entry><title>The dark side of effectuation in a key account management relationship</title><swanseaauthors><author><sid>913bd73da00d7df4f5038f6f144b235e</sid><ORCID>0000-0003-0912-095X</ORCID><firstname>David</firstname><surname>Pickernell</surname><name>David Pickernell</name><active>true</active><ethesisStudent>false</ethesisStudent></author></swanseaauthors><date>2022-09-14</date><deptcode>BBU</deptcode><abstract>Purpose – The purpose of this paper is to consider the impact of effectuation when used by small suppliers within key account management (KAM) relationships.Design/methodology/approach – An exploratory longitudinal case study approach was used to examine a single small supplier operating in the snack foods sector of the UK foods industry, as it entered into a new KAM relationship with a major retailer and undertook four new product development projects.Findings – Findings suggest effectuation may positively moderate the ability of a small supplier to enter into a KAM relationship by enabling it to obtain resources and limit risk. However, once within the relationship, the use of effectuation may negatively impact success by increasing the potential for failure to co-create new product development, leading to sub-optimal products, impacting buyer confidence and trust. Furthermore, a failed KAM relationship may impact other customers through attempts to recover revenues by selling these products, which may promote short-term success but, in the long-term, lead to cascading sales failure.Research limitations/implications – It cannot be claimed that the findings of just one case study represent all small suppliers or KAM relationships. Furthermore, the case presented specifically concerns buyer-supplier relationships within the food sector.Practical implications – This study appears to suggest caution be exercised when applying effectuation to enter into a KAM relationship, as reliance on effectual means to garner required resources may lead to the production of sub-optimal products, which are rejected by the customer.Additionally, a large customer considering entering into a KAM relationship with a small supplier should take care to ensure their chosen partner has all resources needed to successfully deliver as required or be prepared to provide sufficient support to avoid the production of sub-optimal products.Originality/value – Findings suggest the use of effectuation within a KAM relationship has the potential to develop a dark side within business-tobusiness buyer-supplier relationships through unintentional breaches of trust by the selling part</abstract><type>Journal Article</type><journal>Journal of Business &amp; Industrial Marketing</journal><volume>36</volume><journalNumber>7</journalNumber><paginationStart>1147</paginationStart><paginationEnd>1162</paginationEnd><publisher>Emerald</publisher><placeOfPublication/><isbnPrint/><isbnElectronic/><issnPrint>0885-8624</issnPrint><issnElectronic/><keywords/><publishedDay>27</publishedDay><publishedMonth>7</publishedMonth><publishedYear>2021</publishedYear><publishedDate>2021-07-27</publishedDate><doi>10.1108/jbim-04-2020-0215</doi><url/><notes/><college>COLLEGE NANME</college><department>Business</department><CollegeCode>COLLEGE CODE</CollegeCode><DepartmentCode>BBU</DepartmentCode><institution>Swansea University</institution><apcterm/><funders/><projectreference/><lastEdited>2022-09-30T12:16:47.9470341</lastEdited><Created>2022-09-14T14:49:21.4623610</Created><path><level id="1">Faculty of Humanities and Social Sciences</level><level id="2">School of Management - Business Management</level></path><authors><author><firstname>Phillip</firstname><surname>McGowan</surname><order>1</order></author><author><firstname>Chris</firstname><surname>Simms</surname><order>2</order></author><author><firstname>David</firstname><surname>Pickernell</surname><orcid>0000-0003-0912-095X</orcid><order>3</order></author><author><firstname>Konstantios</firstname><surname>Zisakis</surname><order>4</order></author></authors><documents/><OutputDurs/></rfc1807> |
| spelling |
2022-09-30T12:16:47.9470341 v2 61223 2022-09-14 The dark side of effectuation in a key account management relationship 913bd73da00d7df4f5038f6f144b235e 0000-0003-0912-095X David Pickernell David Pickernell true false 2022-09-14 BBU Purpose – The purpose of this paper is to consider the impact of effectuation when used by small suppliers within key account management (KAM) relationships.Design/methodology/approach – An exploratory longitudinal case study approach was used to examine a single small supplier operating in the snack foods sector of the UK foods industry, as it entered into a new KAM relationship with a major retailer and undertook four new product development projects.Findings – Findings suggest effectuation may positively moderate the ability of a small supplier to enter into a KAM relationship by enabling it to obtain resources and limit risk. However, once within the relationship, the use of effectuation may negatively impact success by increasing the potential for failure to co-create new product development, leading to sub-optimal products, impacting buyer confidence and trust. Furthermore, a failed KAM relationship may impact other customers through attempts to recover revenues by selling these products, which may promote short-term success but, in the long-term, lead to cascading sales failure.Research limitations/implications – It cannot be claimed that the findings of just one case study represent all small suppliers or KAM relationships. Furthermore, the case presented specifically concerns buyer-supplier relationships within the food sector.Practical implications – This study appears to suggest caution be exercised when applying effectuation to enter into a KAM relationship, as reliance on effectual means to garner required resources may lead to the production of sub-optimal products, which are rejected by the customer.Additionally, a large customer considering entering into a KAM relationship with a small supplier should take care to ensure their chosen partner has all resources needed to successfully deliver as required or be prepared to provide sufficient support to avoid the production of sub-optimal products.Originality/value – Findings suggest the use of effectuation within a KAM relationship has the potential to develop a dark side within business-tobusiness buyer-supplier relationships through unintentional breaches of trust by the selling part Journal Article Journal of Business & Industrial Marketing 36 7 1147 1162 Emerald 0885-8624 27 7 2021 2021-07-27 10.1108/jbim-04-2020-0215 COLLEGE NANME Business COLLEGE CODE BBU Swansea University 2022-09-30T12:16:47.9470341 2022-09-14T14:49:21.4623610 Faculty of Humanities and Social Sciences School of Management - Business Management Phillip McGowan 1 Chris Simms 2 David Pickernell 0000-0003-0912-095X 3 Konstantios Zisakis 4 |
| title |
The dark side of effectuation in a key account management relationship |
| spellingShingle |
The dark side of effectuation in a key account management relationship David Pickernell |
| title_short |
The dark side of effectuation in a key account management relationship |
| title_full |
The dark side of effectuation in a key account management relationship |
| title_fullStr |
The dark side of effectuation in a key account management relationship |
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The dark side of effectuation in a key account management relationship |
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The dark side of effectuation in a key account management relationship |
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913bd73da00d7df4f5038f6f144b235e_***_David Pickernell |
| author |
David Pickernell |
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Phillip McGowan Chris Simms David Pickernell Konstantios Zisakis |
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Journal of Business & Industrial Marketing |
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36 |
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1147 |
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2021 |
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Swansea University |
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0885-8624 |
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10.1108/jbim-04-2020-0215 |
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Emerald |
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School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management |
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| description |
Purpose – The purpose of this paper is to consider the impact of effectuation when used by small suppliers within key account management (KAM) relationships.Design/methodology/approach – An exploratory longitudinal case study approach was used to examine a single small supplier operating in the snack foods sector of the UK foods industry, as it entered into a new KAM relationship with a major retailer and undertook four new product development projects.Findings – Findings suggest effectuation may positively moderate the ability of a small supplier to enter into a KAM relationship by enabling it to obtain resources and limit risk. However, once within the relationship, the use of effectuation may negatively impact success by increasing the potential for failure to co-create new product development, leading to sub-optimal products, impacting buyer confidence and trust. Furthermore, a failed KAM relationship may impact other customers through attempts to recover revenues by selling these products, which may promote short-term success but, in the long-term, lead to cascading sales failure.Research limitations/implications – It cannot be claimed that the findings of just one case study represent all small suppliers or KAM relationships. Furthermore, the case presented specifically concerns buyer-supplier relationships within the food sector.Practical implications – This study appears to suggest caution be exercised when applying effectuation to enter into a KAM relationship, as reliance on effectual means to garner required resources may lead to the production of sub-optimal products, which are rejected by the customer.Additionally, a large customer considering entering into a KAM relationship with a small supplier should take care to ensure their chosen partner has all resources needed to successfully deliver as required or be prepared to provide sufficient support to avoid the production of sub-optimal products.Originality/value – Findings suggest the use of effectuation within a KAM relationship has the potential to develop a dark side within business-tobusiness buyer-supplier relationships through unintentional breaches of trust by the selling part |
| published_date |
2021-07-27T04:19:54Z |
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11.035634 |