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The purpose of this study is to explore relational aspects of key account management (KAM) in terms of social capital and relationship quality. The second objective was to identify the main dimensions that shape social capital and relationship quality within the KAM context. Finally, the third objective was to explore how relational KAM is practiced in the Middle Eastern context.

This study used a qualitative methodology and a multiple case design. Semi-structured interviews were carried out with a sample of senior executives from large Saudi firms.

The results highlight the importance of relationship quality and social capital to KAM implementation. A multiple case study was used to build a relational framework for KAM in the Middle Eastern context.

Three strategies were identified for use within the context of KAM in the Saudi market. The first strategy consisted of a means of attracting potential customers. The second strategy involved communication, aimed at maintaining frequent contact with key accounts. Finally, the third strategy was concentrated in maintenance to help sustain the relationship with key accounts.

This study extends understanding and the application of KAM to the Middle Eastern context, contributing to social capital, relationship quality and the KAM literature.

The purpose of this paper is to investigate the influence of social capital and relationship quality on key account management (KAM) effectiveness.

Based on the literature, the authors designed a framework that links social capital, relationship quality and KAM effectiveness. Data were collected through a self-administered questionnaire. Using data from a sample of 172 business-to-business supplier firms, the authors examined this model.

The research results provide empirical support to the importance of relational aspects of KAM by showing how the relational aspects of relationship quality and social capital influence the effectiveness of the supplier-key account relationship.

The authors add to the literature on relational KAM by integrating theoretical perspectives on social capital, relationship quality and KAM. They develop a model that investigates the antecedents of the effectiveness of supplier–key account relationships from a relational perspective. The study explains the relationships between six constructs representing social capital (ability, benevolence, integrity, flexibility, information exchange and solidarity) and three constructs representing relationship quality (trust, satisfaction and relationship atmosphere), together with the relationships between these three constructs of relationship quality and KAM effectiveness.

The purpose of this paper is to investigate the influence of both organisational learning and customer relationship management (CRM) on a firm's performance, as well as the potential mediating role of CRM in the link between organisational learning and performance.

Based on the literature, the authors designed a framework that links organisational learning, CRM, and performance. Data were collected through a self‐administered questionnaire. Confirmatory factor analysis is used to purify the measurement scales, and structural equation modelling was used to test the hypotheses.

The findings provide support for a positive relationship between organisational learning and CRM. The results also indicate that organisational learning has a significant indirect effect (through CRM) on performance.

Knowledge of the learning‐CRM‐performance chain is limited to a few conceptual articles. This research is one of the first empirical studies designed to examine the importance of CRM as one of the mediating mechanisms that can explain the association between learning and performance.

It is widely acknowledged that customer relationship management (CRM), market orientation, organizational learning and innovation are the most critical knowledge‐based capabilities required to achieve superior performance. The purpose of this paper is to identify management practices that are necessary to develop these capabilities.

The findings of this paper are based on the analysis of a number of best practice case studies that have been published on many subjects, including, for example, strategic marketing, relationship marketing and knowledge management.

Successful companies are configurations of management practices that enable the development of knowledge‐based capabilities. This paper identifies the factors that give a firm superior knowledge‐based capabilities.

The paper provides managers with some insights into how to develop better knowledge‐based capabilities.

The paper highlights a set of attitudes and practices that are necessary for firm success in today's competitive environment.

The purpose of this study is to examine the escape motivations of the emerging market and provide suggestions for Australia’s promotion. This study adopts the push and pull framework to identify travel motivations of Emirati nationals to Australia.

This study uses a series of focus groups and in-depth interviews to understand the escape motivations that encourage Emiratis to leave their home country and travel to Australia for a holiday.

The results indicate that Emiratis are motivated to travel to Australia by three escape factors: physical, interpersonal and fun. The internal motivations that encourage Emiratis to escape their home country are inseparable from Australia’s external attributes that attract the Emiratis to the country.

The study contributes to the theory of tourist motivation by supporting it in the culturally different Muslim/Arab context, which has not been explored before. The authors argue that it is not so much what Australia offers and what escape needs the Emiratis can fulfil in Australia, but rather that Australia serves the Emiratis well and meets their escape needs.