Interfirm Cooperation and Customer Orientation

Abstract

This article examines the implications of interfirm cooperation for a firm's level of customer orientation. Drawing on research in marketing, organizational theory, and economics, the authors suggest that firms engaged in cooperative alliances with competitors will become less customer oriented over time. Using longitudinal survey data, the authors find that firms in alliances dominated by competitors experience a significant decrease in their level of customer orientation. In contrast, the authors do not observe this type of decrease for firms in alliances dominated by channel members. Moreover, the authors find that both behavioral and structural mechanisms influence the relationship between alliance type and customer orientation. Behaviorally, firms in competitor-dominated alliances with weak relational ties with their collaborators exhibit a greater decrease in customer orientation compared with firms with strong ties with their collaborators. Structurally, firms that collaborate with competitors in alliances with a third-party monitor, such as a government agency, experience a smaller decrease in customer orientation than firms in alliances without such a monitor.

Analisis Kapabilitas Teknologi Informasi Terhadap Kinerja Bisnis Ukm Dengan Orientasi Pelanggan Sebagai Variabel Intervening (Studi pada UKM Sektor Manufaktur di Wilayah Solo Raya)

“…Dalam wujud nyata, orientasi pelanggan merupakan sekumpulan informasi aktivitas yang membuat suatu perusahaan secara proaktif memberi perhatian kepada pelanggan maupun pengumpulan, berbagi, dan menanggapi informasi pelanggan (Rindfleisch & Moorman, 2005;Santhanan & Hartono, 2003). Nakata et al,(2008) menegaskan bahwa kepuasan pelanggan merupakan wujud dari perusahaan yang berorientasi pada pelanggan.…”

Consumer perceptions of co-branding alliances: Organizational dissimilarity signals and brand fit

“…First, co-branding research is more concerned with brand-related risks, such as partner brand performance (Abrahams and Granof, 2002), decreasing consumer orientation (Rindfleisch and Moorman, 2010), or brand equity dilution (Herm, 2014), than with the strategic and behavioral risks of alliance formation, such as opportunism (Parkhe, 1993) or knowledge leakage (Kale et al, 2000). Second, in addition to, for example, resource endowments, prior ties, partner fit, partner status and reputation (Beckman et al, 2004;Chung et al, 2000;Gulati, 1998;Varadarajan and Cunningham, 1995), brand-related aspects, such as brand reputation and brand product quality, play a prominent role in co-branding partner selection (Gammoh and Voss, 2011).…”

Conceptualising and measuring defensive marketing orientation (DMO): some inaugural thoughts on assessing marketing's place in ‘society's doghouse’

“…Their particular version of CO was contained within a multi-scale instrument designed also to measure innovativeness and corporate culture, and a number of other researchers, since, have taken CO as being similarly integral to a market oriented approach to doing business. Egan and Shipley (1995), Luo and Seyedian (2004), and Rindfleisch and Moorman (2003) all contain scales that either use, or are influenced by, statements, characteristics or criteria that effectively measure organisational "orientation to the market" (Halliday, 2002) -but as seen from outside the firm. In this respect CO is frequently represented as a "mirror" of MO (Andreasson, 1994) and, clearly, takes no account of the views of marketers.…”