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This study explores the value creation in relationship banking from the relationship managers' perspective. A grounded theory approach (Strauss and Corbin, 1998) is adopted that theory is derived from data, systematically gathered and analyzed throughout the research process. This study derives concepts and categories from primary data and identifies relationships among these theoretical elements. This study provides a comprehensive picture of relationship banking as a social phenomenon, and supplies some theoretical and managerial implications. Moreover, this study links the literature relevant to relationship banking from different disciplines. This is a new way of looking at the relationship banking phenomenon and relevant literature in an integrated manner. This study conducted research to investigate why the case banks establish long-term relationships with corporate customers? The case banks considered macro conditions including the advances in technology, financial deregulation, and business globalisation when they adopted relationship banking. The interviewees perceived that relationship banking was efficient for managing risk, effective for saving cost and necessary for cross-selling. Some intervening conditions including customer information and knowledge, customer needs and customer confidence also influence the development of relationship banking. This study investigated how the case banks establish and maintain these relationships and how they organise and motivate relationship managers? The case banks built a relationship orientated corporate culture, organised employees around customer relationships and employed customervalue based performance measurement and incentive-based reward system. The employees cooperated inside the organisation and communicated with their customers regularly, exchanged information and provided relationship transactions. This study also investigated how the case banks and corporate customers get benefits from relationship banking? The interviewees perceived that the corporate customers gained benefits including fund availability, product availability, service quality, in-time heir, and business platform. The case banks gained benefits including reduction of credit risk, increase in income, sustainable profit, customer satisfaction, employee satisfaction. The findings were integrated and linked to some banking, finance, organisation and marketing literature related to relationship banking phenomenon. The case banks increased internal service quality through employee relationship management and improved employee satisfaction. The interviewees perceived that the corporate customers received benefits in the corporate banking market by customer relationship management. The increased customer satisfaction resulted in customer retention and profit to the case banks. The case banks perceived that added shareholder wealth improved shareholder satisfaction. This study concluded that the case banks, which had more relationship banking competitive advantages and better relationship banking, related processing systems were expected to outperform the competing banks.