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Most researches in key account management have focused on the specific aspects of intraorganizational factors which have impact on it. In this paper authors combine knowledge on the subject and provide a basis for future research by clarifying the three types of interorganizational domains, research propositions and constructing a framework that includes drivers and outcomes. The foundation of the framework is planted into social exchange theory and a careful specification of supplier characteristics, key account characteristics and dyadic characteristics that have impact on key account management performance and its resulting impact on key account loyalty. Managerial implications of the research are discussed. [ABSTRACT FROM AUTHOR]