Leadership: It Can Make a Difference.

Smith, Jonathan E.; Carson, Kenneth P.; Alexander, Ralph A.

doi:10.2307/255877

Cited by 144 publications

(70 citation statements)

References 12 publications

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“…Second, the leadership element of customer engagement orientation captures the emphasis top management puts on acquiring or retaining high-value customers as a strategic objective (Smith et al 1984). Third, the cultural element of customer engagement orientation can be understood as a "system of shared values and norms that define appropriate attitudes and behaviors for organizational members" (O'Reilly and Chatman 1996, p. 166); the shared norms of customer acquisition and retention orientations differ because they focus on acquiring valuable new customers versus retaining existing ones.…”

Section: Customer Engagement Orientationmentioning

confidence: 99%

The effects of customer acquisition and retention orientations on a firm’s radical and incremental innovation performance

Arnold

Fang

Palmatier

2010

J. of the Acad. Mark. Sci.

149

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The effect of a firm's strategic focus on acquiring new customers and/or retaining existing customers (customer acquisition and retention orientations) on innovation performance is evaluated. With dyadic primary data collected from 225 strategic business units, the authors demonstrate that a firm's focus on customer acquisition enhances its radical innovation performance but hinders its incremental innovation; a firm's strategic orientation toward customer retention has the opposite effects. These effects are mediated by both customer knowledge development and the firm's resource configuration decisions. In addition, the authors provide insight into the impact of managerial decision trade-offs when implementing customer engagement strategies. The results suggest that the effect of customer acquisition and retention orientations on customer knowledge and investment decisions, and ultimately on innovation performance, is amplified when a firm consistently implements a specific engagement strategy. Implementing a dual strategy by attempting to focus on both acquiring and retaining customers undermines resource configuration decisions, with diverse effects on both radical and incremental innovation.

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Section: Customer Engagement Orientationmentioning

confidence: 99%

The effects of customer acquisition and retention orientations on a firm’s radical and incremental innovation performance

Arnold

Fang

Palmatier

2010

J. of the Acad. Mark. Sci.

149

View full text Add to dashboard Cite

show abstract

“…Given the strong relationship between team performance and leadership effectiveness established in traditional work team settings (Burpitt & Bigoness, 1996;Hoffman, 1990;House & Baetz, 1979;Smith, Carson, & Alexander, 1984;Stogdill, 1974), it is imperative that scholars investigate leadership in relation to virtual team performance. The findings of this study provide several implications for future research in emergent leadership and leadership in general in virtual settings.…”

Section: Implications For Future Researchmentioning

confidence: 99%

Emergent leadership in virtual teams: what do emergent leaders do?

Yoo

Alavi

2004

Information and Organization

223

158

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“…Pfeffer and Davis-Blake (1986) used data from the U.S. National Basketball Association and found no effects of coaching changes on team performance, but this changed to a positive effect when the prior experience of the new coaches was incorporated in their analysis. Similarly, Smith, Carson and Alexander (1984) examined leadership changes in Methodist ministries and found that succession events by themselves were unrelated to performance. But when the leaders' capabilities also were taken into consideration, the more able leaders improved organizational performance.…”

Section: Organizational Change and Performance: The Leader Capabilitymentioning

confidence: 99%