Impact of market orientation on firm’s customer-based performance: the moderating role of employee orientation

Abstract

In this paper, we examine the influence of employee orientation (EO) on converting constituent dimensions of market orientation (MO) into customer-based performance (CBP) and consider the robustness of these relationships in the context of firm age and size. Based on a sample of 410 mid-to-senior-level managers working in UK service industries, we find that all three dimensions of MO positively influence CBP. While highlighting the utility of employing a multidimensional approach to evaluate the customer-based outcome of MO implementation we highlight the nuanced role of EO in strengthening the MO-performance relationship and emphasize the crucial role employees play in implementing different strategic orientations in a perceivable way to customers.

Corporate social responsibility, employee engagement, well-being and the task performance of frontline employees

“…A lack of employees’ personal factors may result in job dissatisfaction and stress because they perceive CSR practices as additional job demands (Kim et al , 2018; Singh and Houdré, 2012). Only when new company initiatives align with employees’ positive feelings can both task performance and effectiveness of the initiative be embraced and enhanced by employees (Ford et al , 2011; Mohiuddin Babu et al , 2019). In order to build and implement effective CSR initiatives, service companies and scholars need to elucidate CSR implications and focus more on employees than consumers and companies (e.g.…”

“…Based on well-established human resource literature, this study formulates and tests a model that predicts positive outcomes of CSR that benefit both employees (engagement and well-being) and organizations (task performance) from the perspective of frontline employees. In the service industry, task performance of frontline employees is considered to be one of the essential elements of establishing a competitive advantage (Mohiuddin Babu et al , 2019). Therefore, this study proposes several practical implications for enhancing task performance among frontline employees, leading to service companies’ success from effective CSR initiatives.…”

The Effect of Customer Orientation on Tour Guide Task Performance: Based on Bootstrapping Method

“…There are two main behaviors of task performance: one is the behavior that can serve the core technology, and the other is directly related to service or production. Some studies have shown that the market orientation of enterprises is also realized through employees' customer orientation [8]. Empirical studies have shown that there is a correlation between the two: employees with a high degree of customer orientation have achieved a better level of job performance [9].…”

The more the better vs. less is more: Strategic alliances, bricolage and social performance in social enterprises

“…In terms of output, the RBV also highlights the significant role of strategic orientation in the process of translating strategies into measurable performance (Lumpkin & Dess, 1996;Mohiuddin Babu et al, 2019;Wiklund & Shepherd, 2003). Given the specific focus on entrepreneurialism and strategic orientation in the effectiveness of strategy implementation, prior RBV research highlights the significance of EO (Cacciolatti & Lee, 2016;Li et al 2008;Song et al, 2017).…”

“…In this section, we first outline the connection between the RBV and an IPO perspective and evaluate how resource input can be processed to generate expected performance in the social entrepreneurship context. The RBV also highlights the significance of strategic orientations (e.g., EO) in shaping how effectively a strategy is implemented (Mohiuddin Babu et al, 2019). We then draw from RDT to provide a theoretical basis for the interdependence relationships between stakeholders in a strategic alliance and how they may exert influences on the focal social enterprise.…”