Business Model Innovation (BMI) is critical to a firm's ability to achieve growth and long-term viability. It helps improve the value of products or services and/or delivery of these offerings to customers. Much of the academic literature to date however lacks customer-driven business model innovation frameworks. As such, the aim of this investigation is to propose a customer experience driven (CX) business model innovation framework that aligns customer values and the firm's strategic needs. This paper contributes to the literature by (a) conceptualizing the way in which business model innovation and customer experience are related (b) providing managers with a concrete framework to guide business model innovation that supports customer experience-driven new services and (c) highlighting opportunities for future research to advance business model innovation research and practice.
Purpose This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees. Design/methodology/approach The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models. Findings Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance. Originality/value The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.
PurposeThis conceptual study explicates the dynamic, interlinked relationship between two of the most popular theories in marketing today: psychological ownership (PO) and engagement. The study is set in the sharing economy (SE), where platform business success depends on high levels of engagement by users, both individuals and collectives. The study argues individual PO (iPO) acts as the antecedent to engagement within a dyad of brand and user, and collective PO (cPO) as the antecedent to collective engagement by communities of users.Design/methodology/approachThis conceptual study synthesizes PO theory and engagement theory to produce a PO–engagement framework. The authors adopt a dual-level perspective encompassing individual- and group-level phenomena in the SE and employ examples from practice to illustrate their arguments.FindingsPO acts as the antecedent to the positively valenced disposition and engagement activities of actors in the SE. iPO manifests as engagement within a dyad of brand and user. Outcomes include brand love and contributions to brand reputation and service offerings. Collective PO manifests as engagement within a community or collective. Outcomes include community-oriented peer-to-peer (P2P) sharing for the benefit of others.Originality/valueThis study offers a dynamic framework of PO and engagement in the SE, the PO–engagement framework. The authors contribute to PO and engagement literature studies in marketing by illustrating how a platform user's attachment to targets in the SE motivates emergence of PO, and how different types of engagement manifest from different types of PO.
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