Customer Centricity Implementation
Type
fundamental research project
Start Date
December 1, 2011
End Date
November 30, 2013
Status
completed
Keywords
Customer orientation
strategy implementation
social learning
leader-member exchange
team-member exchange
organizational commitment
Description
Creating superior value for the customer is the primary ingredient of competitive advantage. However, a well-formulated and appropriate customer-centric strategy only results in superior returns for an organization when it is implemented successfully. Although a notable amount of research has investigated the strategy implementation process, the reasons for implementation success or failure are not fully understood.
Leader contributor(s)
Funder
Topic(s)
strategy implementation process
customer orientation
Method(s)
mixed methods approach
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
207887
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Item type:Publication, Customer Centricity - von der Strategie zur erfolgreichen UmsetzungType:newspaper articleJournal:vertriebszeitung.deIssue:online - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The interplay between employee and firm customer orientation: Substitution effect and the contingency role of performance-related rewardsThis paper identifies and explains a potential tension between a firm’s emphasis on customer orientation (CO) and the extent to which employees value CO as a success factor for individual performance. Based on self-determination theory and CO implementation research, we propose that firm CO may represent both autonomous and controlled motivations for CO, but that employees’ CO is more strongly linked to individual performance when employees experience solely autonomous motivation. Hence, we expect a substitution effect whereby the link between employees’ CO and their performance is weaker when firm CO is high. Furthermore, we examine a boundary condition for the previous hypothesis and propose that performance-contingent rewards have a positive effect on the internalization of the extrinsic motivation stemming from firm CO. Two multilevel studies with 979 employees and 201 top management team members from 132 firms support our hypotheses. Against previous research, our findings offer a new perspective on the effectiveness of CO initiatives, propose employees’ motivational states as the theoretical explanation for the heterogeneity in the link between employee CO and performance, and reappraise the role of performance-contingent rewards in CO research. We provide managerial implications for the effective implementation of customer-oriented initiatives within firms.Type:journal articleJournal:British journal of managementVolume:29Issue:3Scopus© Citations 20 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, When Does Customer-Oriented Leadership Pay Off? An Investigation of Frontstage and Backstage Service Teams(Sage Periodicals Press, 2017-06-19); Scopus© Citations 13 - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Kunden zuhören und von ihnen lernen, um Wachstum zu generierenType:newspaper articleJournal:Marketing Review St. GallenIssue:5 - Some of the metrics are blocked by yourconsent settings
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