Influence tactics, relational conditions, and key account managers' performance

Abstract

Building on the adaptive application of influence tactics, this study explores the contingent nature of influence tactics in buyer-seller exchanges. Specifically, we examine the differential effectiveness of various influence tactics (i.e., promises, threats, recommendations, information exchange, ingratiation, and inspirational appeals) used by key account managers in driving sales performance under social (i.e., trust) and economic (i.e., switching costs) relational condition. We test the hypotheses with data collected from 250 matched dyads consisting of key account managers from transnational corporations and purchasing managers from the buyer firms in China. The results indicate that when the buyer trusts the seller, emotional tactics are the best; when the buyer has high switching costs, coercive tactics are the most effective; and when the buyer trusts the seller and has high switching costs, rational tactics are recommended. This study contributes to the literature on influence tactics by focusing on the fit between interpersonal influence tactics and interfirm relational condition.