Customer Orientation, Innovation Competencies, and Firm Performance: A Proposed Conceptual Model

Racela, Olimpia C.

doi:10.1016/j.sbspro.2014.07.010

Cited by 73 publications

(75 citation statements)

References 26 publications

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“…Kind regards, Söderlund, 2002;Oltra et al 2005;Clayton et al 2012;Racela, 2014;Gosling et al 2015 Value/opportunity creation Holistic and integrated organisational thinking High level of interaction -departments and teams, customers and suppliers Opportunity creation -Invest in enterprise culture and structure for innovation capability Morelli, 2003;Voelpel et al 2006;Handfield et al 2009;Michaelides et al 2013;Racela, 2014 …”

Section: Discussionmentioning

confidence: 99%

“…The successful transformation of creative ideas into useful solutions involves customers and suppliers in the co-design and co-process (Racela, 2014). MTC solutions therefore focus on the needs, wants and values of the customer as drivers for the development of an integrated solution.…”

Section: Mtc Solutionmentioning

confidence: 99%

“…We argue that this perspective focuses on a holistic and integrated organisation thinking which happens at the organisational level through creative thinking approaches such as brainstorming, organisational support and climate at a broader level, but these are performed with greater efficiency that adds value to the firm's products or service (Racela, 2014). Voelpel et al (2006) suggested that a value-creation process consists of six key elements comprising orientating, believing, implementing, leveraging, expanding and mobilising.…”

Section: Value (Opportunity) Creationmentioning

confidence: 99%

“…In the third stage, subsystem and component specifications (most of them non-standard) need to be validated -internally through engineering, manufacturing and procurement and externally via system integration, on-site testing and operations. Creating value and opportunities gives firms the ability to develop new ideas for solving problems, process improvement, technological change and market exploitation; however, how these are achieved in complex projects needs to be examined (Racela, 2014).…”

Section: Value (Opportunity) Creationmentioning

confidence: 99%

“…This is the arena where new ideas and new opportunities emerge. Most capability studies tend to narrowly focus on either the development process, or the adoption process or the outcome (Racela, 2014). This has unnecessarily limited our understanding of the overall environment and the complex interactions in design-building a solution-based production system.…”

mentioning

confidence: 99%

See 4 more Smart Citations

Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies

Zhang

Akwei

2016

Production Planning & Control

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Section: Discussionmentioning

confidence: 99%

Section: Mtc Solutionmentioning

confidence: 99%

Section: Value (Opportunity) Creationmentioning

confidence: 99%

Section: Value (Opportunity) Creationmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies

Zhang

Akwei

2016

Production Planning & Control

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Enhancing financial performance by pharmacy innovation

Wilson

Slobodzian

2019

Can J Adm Sci

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Antecedents and consequences of customer orientation have been the subject of significant empirical investigation. Although several studies have explored employee variables as antecedents to customer orientation, work ethic has received little research attention. Additionally, there have been incongruent findings related to the effect of customer orientation on performance, as some have found it to be direct or indirect via innovation. This study explores overall work ethic as an antecedent to customer orientation and innovativeness as the missing link between customer orientation and performance among Canadian retail pharmacies. The results show support for the influence of work ethic on customer orientation, and the role of innovation as a mediating variable. This study advances the understanding of work ethic, customer orientation, innovation, and performance in Canadian retail pharmacy.

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Customer knowledge management antecedent factors: A systematic literature review

Khosravi

Hussin

2018

Knowl Process Manag

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Customer knowledge (CK) is recognized as a critical organizational resource that provides competitive advantage. Capability of absorbing, sharing, and applying CK can be a challenge for organizations. Human, Organizational, and Technological conditions that facilitate CK management (CKM) are vital capabilities for organizations. This article intends to delve into the world of CKM by appraising and scrutinizing the present state of research and extracting organizational, individual, and technological CKM precursor factors. On the basis of a systematic literature review, this study gathers, integrates, and scrutinizes 66 papers pertaining to CKM precursor factors published during the period 2003–2016 on seven databases by adhering to a predefined review convention. The chosen articles have been appraised so as to mine pertinent information on a series of research questions. We noted a general rise in the number of related papers in the last 8‐year period. Selected articles have investigated CKM in 14 different contexts and 19 different countries. The result of extracting CKM antecedent factors shows that “Customer‐Centric Culture,” “Collaboration System,” and “CRM Technology Infrastructure” have the most frequency in the literature. However, “Intellectual Property,” “Program Champion,” and “Trust” are less iterative factors. Therefore, companies and researchers can use the result of this research for developing Human, Organization, and Technological capabilities in order to implement CKM successfully.

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Customer Orientation, Innovation Competencies, and Firm Performance: A Proposed Conceptual Model

Cited by 73 publications

References 26 publications

Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies

Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies

Enhancing financial performance by pharmacy innovation

Customer knowledge management antecedent factors: A systematic literature review

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