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Article
Publication date: 3 July 2017

Fawaz Baddar ALHussan, Faten Baddar AL-Husan and Lulu Alhesan

The purpose of this paper is to explore the role of senior managers in managing intra-and inter-organizational relationships with key customers and the factors that…

Abstract

Purpose

The purpose of this paper is to explore the role of senior managers in managing intra-and inter-organizational relationships with key customers and the factors that influence such involvement in a novel context in the Arab Middle East region.

Design/methodology/approach

An exploratory qualitative research design was used in which 68 face-to-face semi-structured interviews were conducted in Jordan with endogenous and Western firms.

Findings

Top/senior managers play a significant role in Arab business relationships and in creating value for the firms. Their involvement in key accounts is imperative at all levels – strategic, operational, and relational – mainly due to cultural and institutional factors that are unique to the Arab context.

Research limitations/implications

The study is limited to operations in one emerging country situated in a novel setting in one particular region of the world, which is the Middle East.

Practical implications

Arab senior managers’ participation is imperative and should continue with their relatively intense involvement with key accounts. For foreign investors operating in that part of the world, it is highly recommended that senior management have a more a hands-on approach when dealing with the Arab key customer and to focus more on the relational aspect of key account management than on the organizational aspect.

Originality/value

This paper adds to the very limited number of studies on senior management involvement in key account management, making a theoretical and practical contribution and adding insight on how to manage the relationship with the Arab key customer.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 3 July 2017

Chavi C.-Y. Fletcher-Chen, Faten Baddar AL-Husan and Fawaz Baddar ALHussan

This paper aims to highlight the importance of relational resources (trust and relationship effectiveness). The authors investigate how the Chinese guanxi is utilized to…

Abstract

Purpose

This paper aims to highlight the importance of relational resources (trust and relationship effectiveness). The authors investigate how the Chinese guanxi is utilized to create and develop service exploitation and exploration activities for adopting non-technological innovations.

Design/methodology/approach

This study surveyed 252 Chinese and Taiwanese firms. The results were analyzed through structural equation model.

Findings

Relational antecedents of collaborative communication and constructive conflict positively relate to trust, as well as to relationship effectiveness. Constructive conflict positively relates to exploration and exploitation. Relationship effectiveness and trust mediate two relational antecedents to exploitation. Relationship effectiveness crucially mediates two relational antecedents to exploration.

Research limitations/implications

Dyadic data would be more desirable to study firm interactions.

Practical implications

Chinese society perceives conflict as being detrimental to relationships. Constructive conflict enhances inter-firm trust and relationship effectiveness. Relationship effectiveness, which motivates suppliers to mobilize their guanxi network, mediates the supplier–customer interaction in broadening relationships to produce new services, as well as reinforcing networks to strengthen existing ventures.

Originality/value

This study contributes to a relatively under-explored relationship effectiveness area. Chinese suppliers capitalize their guanxi networks to achieve competitive advantages in non-technological innovation.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 9 October 2009

Faten Baddar Al‐Husan and Ross Brennan

The strategy of carefully selecting the most important group of business customers for special treatment – for which several terms are in use – has come in for…

Abstract

Purpose

The strategy of carefully selecting the most important group of business customers for special treatment – for which several terms are in use – has come in for considerable recent attention from both academics and practitioners. The purpose of this paper is to examine “strategic account management” at a large telecommunications operator in a developing country (“Arab Telco”).

Design/methodology/approach

The paper presents an in‐depth single‐company case study.

Findings

The approach to strategic account management employed by Arab Telco shows excellent fit with the recommendations of Western authorities about the implementation of such programs. In particular, there is evidence that the program is being implemented sincerely, with the allocation of additional resources to the strategic account function and the delivery of special treatment to strategic account customers. However, the strategic account program is still relatively immature and the term “key account management” is also in use at Arab Telco; this term refers to many customers who are not of particular strategic significance to the company.

Research limitations/implications

Further research is needed into the impact of culture‐specific factors on the implementation of strategic account management. The transference of Western marketing models to emerging economies offers fruitful scope for additional research.

Originality/value

The paper examines the direct transfer of a well‐known Western management technique – i.e. strategic account management – to a major company in an emerging economy in the Arab world.

Details

Journal of Business & Industrial Marketing, vol. 24 no. 8
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 6 February 2009

Faten Z. Baddar Al‐Husan, Ross Brennan and Phil James

This paper seeks to explore the nature of the human resource reforms introduced by a French multinational into a privatized Jordanian utility and the impact of these…

Abstract

Purpose

This paper seeks to explore the nature of the human resource reforms introduced by a French multinational into a privatized Jordanian utility and the impact of these reforms on worker experiences, attitudes and behaviour.

Design/methodology/approach

The approach takes the form of a single‐company case study using longitudinal interview data (44 interviews over a period of two and a half years) and a staff survey (202 completed and usable replies).

Findings

Employees had experienced changes as a result of the HR reforms and these experiences were, at the aggregate level, associated with a number of positive attitudinal and behavioural outcomes. There were marked differences between different categories of staff in these respects, with more senior staff and those with higher educational qualifications being those most likely to report positive attitudinal and behavioural outcomes.

Research limitations/implications

Studies of the transfer of Western management techniques to developing countries cannot treat the workforce as homogeneous. There are likely to be important differences between groups based on demographic criteria such as education, job category and length of service. However, this project used a single‐company case study and so is capable of only limited generalization.

Practical implications

The differences between employee groups in attitudes towards the HR reforms are best seen as the outcome of “deliberate intent” on the part of the French MNC rather than intra‐organisational variations in “cultural receptivity”. They indicate that, to some extent, MNCs can successfully pursue different human resource approaches in respect of different categories of staff. However, some employees felt that they were adversely affected by the reforms.

Originality/value

The paper contributes an in‐depth empirical study to the important but relatively under‐researched area of the transfer of management techniques by MNCs to companies in developing countries.

Details

Personnel Review, vol. 38 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

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