The goal of this article is to provide deeper insights into the construct of customer orientation at the individual level. The article has three main objectives: First, this study provides a two-dimensional conceptualization of customer orientation that distinguishes between attitudes and behaviors. Second, it explores direct and indirect effects of customer-oriented attitudes on customer satisfaction. Third, the authors propose and examine a positive moderating effect of empathy, reliability, and expertise on the link between customer-oriented attitude and customer-oriented behavior and a negative moderating effect of salespeople’s restriction in job autonomy. The analysis is based on dyadic data that involve judgments provided by salespeople and their customers across multiple manufacturing and services industries in a business-to-business context. Results support the authors’ two-dimensional conceptualization of customer orientation. The authors also find that customer-oriented attitudes have a direct effect on customer satisfaction. The four proposed moderating effects are also in evidence.

Although it has frequently been argued that the job satisfaction of a company’s employees is an important driver of customer satisfaction, systematic research exploring this link is scarce. The present study investigates this relationship for salespeople in a business-to-business context. The theoretical justification for a positive impact of salespeople’s job satisfaction on customer satisfaction is based on the concept of emotional contagion. The analysis is based on a dyadic data set that involves judgments provided by salespeople and their customers collected across multiple manufacturing and services industries. Results indicate the presence of a positive relationship between salespeople’s job satisfaction and customer satisfaction. Furthermore, the relationship between salespeople’s job satisfaction and customer satisfaction is found to be particularly strong in the case of high frequency of customer interaction, high intensity of customer integration into the value-creating process, and high product/service innovativeness.

Extant research has identified a broad set of antecedents of innovativeness, with the assumption that maximizing as many of them as possible leads to sustained innovativeness. However, companies usually face resource constraints and therefore must strive to identify and combine the most important drivers of superior innovativeness effectively. This research addresses this practical challenge by identifying typical patterns of innovation orientation and their associated performance outcomes. Drawing on configuration and boundary theory, the authors develop a framework and hypotheses, then use data from marketing managers, R&D managers, and customers to identify four patterns: integrated innovators, internally driven preservers, proactive customer-oriented innovators, and top-down innovators. The empirical results reveal performance differences across these patterns. An integrated approach leads to the highest innovativeness scores, but proactive customer-oriented innovators and top-down innovators enjoy the greatest financial success.

With the recognition that innovation is the lifeblood of competitive firms, researchers have investigated multiple antecedents of employees' innovative work behaviors. Most studies focus on supportive work conditions, work requirements, or even high work challenges as drivers of innovative work behavior as the extent to which frontline employees (FLEs) generate new problem‐solving ideas and transform these into uses during the service encounter. This study focuses instead on a lack of resources at the service encounter. Specifically, boreout is a negative psychological state of low work‐related arousal, manifested in three main forms: a crisis of meaning at work, job boredom, and crisis of growth. According to the conservation of resources theory, these three dimensions of job boreout as lack of resources draw energy from FLEs and thus, likely affect innovative work behavior. Data from 142 FLEs and their customers confirm that these dimensions of boreout affect FLEs' innovative work behavior, though in varying ways. A crisis of meaning at work and crisis of growth both impede innovative work behavior, but job boredom has no effect. Furthermore, support provided by customers moderates the relationships of these three boreout dimensions with innovative work behavior in unique ways.