Guesalaga, RodrigoGabrielsson, MikaRogers, BethRyals, LynetteMarcos Cuevas, Javier2018-09-102018-09-102018-05-25Rodrigo Guesalaga, Mika Gabrielsson, Beth Rogers., et al., Which resources and capabilities underpin strategic key account management? Industrial Marketing Management, Volume 75, November 2018, Pages 160-1720019-8501https://doi.org/10.1016/j.indmarman.2018.05.006http://dspace.lib.cranfield.ac.uk/handle/1826/13468Key account management (KAM) supports the profitability and financial sustainability of firms in business-to-business markets. It also attracts considerable academic research. However, KAM research remains largely atheoretical and lacking in conceptual foundations. This paper argues for an organizational-level, resource-based view of KAM. Using a systematic approach, the authors review the KAM literature to identify the critical resources and capabilities that underpin strategic KAM. The analysis synthesizes and integrates previous research on KAM applying a resource-based lens to reveal that strategic KAM comprises complex portfolios of resources and capabilities that constitute a source of competitive advantage. The authors discuss the theoretical and practical implications of this unique view of KAM and identify directions for further research.enAttribution 4.0 Internationalhttp://creativecommons.org/licenses/by/4.0/Key account managementStrategic account managementResource-based theoryArticle21249596