Implementing the Marketing Concept One Employee at a Time: Pinpointing Beliefs about Customer Focus as a Lever for Organizational Renewal
Abstract This paper revisits the literature on organizational culture to motivate new theorizing about implementation of the marketing concept. We propose an individual-level construct, conceived as an alternative to the SBU-level conceptions featured in current theorizing about market orientation,...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Allen, Chris T. [verfasserIn] |
|---|
| Format: |
Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
1998 |
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| Schlagwörter: |
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| Anmerkung: |
© Kluwer Academic Publishers 1998 |
|---|
| Übergeordnetes Werk: |
Enthalten in: Journal of market-focused management - Kluwer Academic Publishers, 1996, 3(1998), 2 vom: Juni, Seite 151-170 |
|---|---|
| Übergeordnetes Werk: |
volume:3 ; year:1998 ; number:2 ; month:06 ; pages:151-170 |
| Links: |
|---|
| DOI / URN: |
10.1023/A:1009723629624 |
|---|
| Katalog-ID: |
OLC2076488367 |
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| 520 | |a Abstract This paper revisits the literature on organizational culture to motivate new theorizing about implementation of the marketing concept. We propose an individual-level construct, conceived as an alternative to the SBU-level conceptions featured in current theorizing about market orientation, and ground it in the organizational cognition perspective on culture. Our alternative construct—customer focus—is defined as an individual's beliefs about the value of direct customer contact for achieving desired performance outcomes in his or her own job. A measure for the construct is presented and its predictive validity is demonstrated with respect to individuals' interactions with customers. As a parsimonious and functionally-unbounded construct, customer focus can motivate theory development through identification of its unique antecedents and consequences. A preliminary nomological network is offered to suggest avenues for future research and indicate the potential role of customer focus in effecting organizational change and vitality. | ||
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| 700 | 1 | |a Barr, Terri Feldman |4 aut | |
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10.1023/A:1009723629624 doi (DE-627)OLC2076488367 (DE-He213)A:1009723629624-p DE-627 ger DE-627 rakwb eng 650 VZ Allen, Chris T. verfasserin aut Implementing the Marketing Concept One Employee at a Time: Pinpointing Beliefs about Customer Focus as a Lever for Organizational Renewal 1998 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Kluwer Academic Publishers 1998 Abstract This paper revisits the literature on organizational culture to motivate new theorizing about implementation of the marketing concept. We propose an individual-level construct, conceived as an alternative to the SBU-level conceptions featured in current theorizing about market orientation, and ground it in the organizational cognition perspective on culture. Our alternative construct—customer focus—is defined as an individual's beliefs about the value of direct customer contact for achieving desired performance outcomes in his or her own job. A measure for the construct is presented and its predictive validity is demonstrated with respect to individuals' interactions with customers. As a parsimonious and functionally-unbounded construct, customer focus can motivate theory development through identification of its unique antecedents and consequences. A preliminary nomological network is offered to suggest avenues for future research and indicate the potential role of customer focus in effecting organizational change and vitality. Organizational Culture Performance Outcome Theory Development Predictive Validity Organizational Change McQuarrie, Edward F. aut Barr, Terri Feldman aut Enthalten in Journal of market-focused management Kluwer Academic Publishers, 1996 3(1998), 2 vom: Juni, Seite 151-170 (DE-627)216535417 (DE-600)1339110-0 (DE-576)074506846 1382-3019 nnns volume:3 year:1998 number:2 month:06 pages:151-170 https://doi.org/10.1023/A:1009723629624 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_4012 GBV_ILN_4082 AR 3 1998 2 06 151-170 |
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Abstract This paper revisits the literature on organizational culture to motivate new theorizing about implementation of the marketing concept. We propose an individual-level construct, conceived as an alternative to the SBU-level conceptions featured in current theorizing about market orientation, and ground it in the organizational cognition perspective on culture. Our alternative construct—customer focus—is defined as an individual's beliefs about the value of direct customer contact for achieving desired performance outcomes in his or her own job. A measure for the construct is presented and its predictive validity is demonstrated with respect to individuals' interactions with customers. As a parsimonious and functionally-unbounded construct, customer focus can motivate theory development through identification of its unique antecedents and consequences. A preliminary nomological network is offered to suggest avenues for future research and indicate the potential role of customer focus in effecting organizational change and vitality. © Kluwer Academic Publishers 1998 |
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Abstract This paper revisits the literature on organizational culture to motivate new theorizing about implementation of the marketing concept. We propose an individual-level construct, conceived as an alternative to the SBU-level conceptions featured in current theorizing about market orientation, and ground it in the organizational cognition perspective on culture. Our alternative construct—customer focus—is defined as an individual's beliefs about the value of direct customer contact for achieving desired performance outcomes in his or her own job. A measure for the construct is presented and its predictive validity is demonstrated with respect to individuals' interactions with customers. As a parsimonious and functionally-unbounded construct, customer focus can motivate theory development through identification of its unique antecedents and consequences. A preliminary nomological network is offered to suggest avenues for future research and indicate the potential role of customer focus in effecting organizational change and vitality. © Kluwer Academic Publishers 1998 |
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| up_date |
2024-07-04T03:28:23.024Z |
| _version_ |
1803617517478871040 |
| fullrecord_marcxml |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">OLC2076488367</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230503120609.0</controlfield><controlfield tag="007">tu</controlfield><controlfield tag="008">200820s1998 xx ||||| 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1023/A:1009723629624</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)OLC2076488367</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-He213)A:1009723629624-p</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">650</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Allen, Chris T.</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Implementing the Marketing Concept One Employee at a Time: Pinpointing Beliefs about Customer Focus as a Lever for Organizational Renewal</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">1998</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">ohne Hilfsmittel zu benutzen</subfield><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Band</subfield><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">© Kluwer Academic Publishers 1998</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Abstract This paper revisits the literature on organizational culture to motivate new theorizing about implementation of the marketing concept. 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7.399967 |