Unpacking the Account Executive Performance, its Antecedents, and Relational Outcomes: An Abstract

Performance has been investigated according to the view of the salesperson (Sharma 2006; Sengupta et al. 2000; Boles et al. 2000), the sales manager (Tzempelikos and Gounaris 2015; Workman Jr. et al. 2003; Piercy et al. 1998), the direct supervisor (Patterson et al. 2014), the customer-seller dyad (Palmatier et al. 2008), and the sales manager-salesperson dyad (Ogilvie et al. 2017; Paparoidamis and Guenzi 2009). Notwithstanding the multiple views, the performance from the key account executive (AE from now) in industrial relationship has been receiving less attention, thus exposing problems of self-reported investigations (Sengupta et al. 2000). There is a need to better understand how the performance of AE influences the success of business relationships, as well as the role of salespersons in creating value in buyer-seller relationships (Choi et al. 2015).