This paper focuses on the customer orientation and considers an evolution of this notion, its modern interpretation, and conceptual model of customer-centric business approach. The main goal is to identify and classify the attributes of customer-centric approach. The subject of our study is a customer-centric approach, and the objects are attributes of this approach. As a research method, we use a meta-analysis of academic papers addressing customer orientation and related concepts. The model developed contains a combination of three types of customer centricity attributes and metrics of business performance of customercentric companies. This model forms the basis for further study of customer-centric approach peculiarities in different industries, and for the evaluation of the impact of customer-centricity level on business performance.
The purpose of this study is to gain an insight about the users' preferences for intellectual capital disclosure (ICD) in the higher education institutions (HEIs) in Norway. This question is addressed by making an inquiry into the ICD preferences and information needs of the two groups of stakeholders: university employees and students. The ICD in the context of the universities has recently gained more attention of researchers. New institutional and political requirements combined with the increased competition in the sector, challenge HEIs to improve effectiveness, efficiency, and transparency in order to gain reputation, legitimacy, and funding. This chapter contributes to the literature on how HEIs can identify, measure, and disclose their knowledge resources. The study revealed a relatively high level of IC importance for the HEIs' stakeholders in Norway. Particular interest was attributed to relational capital and student satisfaction.
This work is licensed under the Creative Commons Attribution 4.0 International (CC-BY 4.0).To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/. (4) learning and growth. The tool was further developed by linking the four perspectives together into strategy maps. Objectives are linked together in chains of cause-and-effect relationships both within and between adjacent perspectives. In addition to a description of the adoption and diffusion processes, we address the following research questions: Is BSC an innovation? Are there differences with respect to the use of BSC among industries and businesses? Can the findings give some insight regarding the content of the BSC used over time?A survey was carried out in Møre og Romsdal using a questionnaire that was completed by 71 businesses (21 % of the organizations contacted). About 60 % of the respondents used the BSC and had done so for an average of around 8.6 years. There is a high level of variation among the businesses as well as differences among industries. The cumulative adoption curve (the diffusion curve) seems to be S-shaped. Thus, the adoption curve is bell-shaped. It appears that the BSC adopters belong to the late majority and that the diffusion process is in the maturity stage. The content of the scorecard appears to change over time. At first, the focus is on financial measures, while over time, there is an increasing emphasis on measures regarding the other three perspectives. Thus, adoption of the BSC appears to be an ongoing process. The paper puts forward managerial implications, suggestions for further research as well as a conclusion.
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