Organisational capabilities: antecedents and implications for customer value

Organisational capabilities: antecedents and implications for customer value Purpose – The paper aims to investigate the cultural and implementation organisational capabilities that contribute to provision of superior customer values through operationalising customer value from both the business and customer perspectives. Design/methodology/approach – Two samples were developed: one for hotel managers ( n =231) and the other for hotel guests ( n =385). Data for the organisational capabilities were collected from managers; data for customer value were collected from both managers and customers. Two models were tested with respect to the relationship between cultural capabilities and implementation on customer value. Findings – The results indicate that, among the cultural variables, integrated market orientation and intrapreneurship are significantly and positively related to customer value. The implementation capabilities, human resources practices and innovation are significantly related to customer value as seen by managers, but none of these was significant when regressed on customer value as experienced by customers. Research limitations/implications – A test of measure equivalence would be desirable to establish whether customers and managers in responding to questions on customer value use the scales equivalently. Practical implications – The study suggests that managers should adopt the customer's perspective as a useful guide to resource deployment and a potential source of sustainable competitive advantage. This enables organisations to invest in capabilities valued by customers. Originality/value – The value of the paper lies in obtaining data for all the independent variables from managers, and data for the dependent variable, i.e. customer value, from both managers and customers, hence limiting common method bias. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

Organisational capabilities: antecedents and implications for customer value

European Journal of Marketing, Volume 42 (3/4): 25 – Apr 4, 2008

Loading next page...
 
/lp/emerald-publishing/organisational-capabilities-antecedents-and-implications-for-customer-2o4Mkr00y0
Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0566
DOI
10.1108/03090560810853020
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper aims to investigate the cultural and implementation organisational capabilities that contribute to provision of superior customer values through operationalising customer value from both the business and customer perspectives. Design/methodology/approach – Two samples were developed: one for hotel managers ( n =231) and the other for hotel guests ( n =385). Data for the organisational capabilities were collected from managers; data for customer value were collected from both managers and customers. Two models were tested with respect to the relationship between cultural capabilities and implementation on customer value. Findings – The results indicate that, among the cultural variables, integrated market orientation and intrapreneurship are significantly and positively related to customer value. The implementation capabilities, human resources practices and innovation are significantly related to customer value as seen by managers, but none of these was significant when regressed on customer value as experienced by customers. Research limitations/implications – A test of measure equivalence would be desirable to establish whether customers and managers in responding to questions on customer value use the scales equivalently. Practical implications – The study suggests that managers should adopt the customer's perspective as a useful guide to resource deployment and a potential source of sustainable competitive advantage. This enables organisations to invest in capabilities valued by customers. Originality/value – The value of the paper lies in obtaining data for all the independent variables from managers, and data for the dependent variable, i.e. customer value, from both managers and customers, hence limiting common method bias.

Journal

European Journal of MarketingEmerald Publishing

Published: Apr 4, 2008

Keywords: Organizational culture; Market orientation; Human resource management; Customer service management

References

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off