The role of personality and motivation on key account manager job performance |
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Affiliation: | 1. Laboratory of Industrial and Information Management, Tampere University of Technology, P.O.Box 527, FI-33101 Tampere, Finland;2. Faculty of Management, University of Tampere, FI-33014 Tampere, Finland;3. Otago Polytechnic, Auckland Campus, P.O.Box 5268, Auckland 1141, New Zealand |
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Abstract: | Key account management (KAM) has strengthened its relevance as a managerial process in business-to-business (B2B) markets. In many companies, the success of KAM initiatives often rely on individual-level achievement, that is, the performance of key account managers. Despite the relevance of research on individual-level KAM, these topics are largely neglected. This research addresses the problem by developing and testing a structural equation model of personality, motivation, and key account manager job performance. Our results show that two motivational constructs—learning orientation and performance orientation—play major roles in key account manager job performance. In addition, relationships between personality traits and motivational constructs are observed: Extraversion, agreeableness, conscientiousness, and emotional stability are found to have significant relationships to motivational constructs. Two of the personality traits, extraversion and conscientiousness are linked to both learning orientation and performance orientation. We discuss theoretical and managerial implications of our findings and finally provide future research directions. |
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