Key account managers' relational identity and identification forms: When interpersonal meets intergroup within intra- and interorganizational contexts

Key account management (KAM) is a strategic priority for many business-to-business (B2B) organizations. In KAM, key account managers play a central role, as they serve as the liaison between the supplier company and one or more key account customers. Existing research highlights the importance of identity (i.e., who a key account manager is) and identification (i.e., with whom a key account manager identifies) in understanding key account relationships. This research builds on the concepts of relational identity and identification, both of which define the self through relationships with others rather than solely through individual distinctiveness or group membership. These concepts are particularly relevant for key account managers and their role in nurturing B2B relationships. Specifically, this research examines how key account managers' relational identity and identification (i.e., interpersonal or intergroup), within both intra- and interorganizational contexts, influence the nature of the relationships they develop with their customers. It then formulates four research propositions on how specific forms of relational identity and identification of key account managers can lead to the development of either a strategic or relational partnership. This research has broad implications for collaborative B2B relationships.