Micro-foundations of market orientation: Influencing non-marketing managers' customer information processing

Co-creating e-service innovations: Theory, practice, and impact on firm performance

“…An examination of the structural model, including the coefficients of the causal relationships between constructs, validated the hypothesized effects and the R-square values, indicating the amount of variance in dependent constructs as explained by their antecedents. Following the procedure suggested by Korhonen-Sande (2010), the control constructs (Model 0) were first entered into analysis model (see Table 5), followed by the main effects (Model 1) and two-way interaction terms (Model 2). Therefore, we modeled both the interactive (Model 2) and main effects (Model 1) on e-service innovation.…”

How organisations generate and use customer insight

“…These factors we group into a category we call the conduct of insight generation. Organisational structure affects which individuals and departments are responsible for sourcing (Bailey et al, 2009;Diamantopoulos & Horncastle, 1997;Moorman, Zaltman, & Deshpandé, 1992;Rapp et al, 2014), disseminating and storing insight (Fang et al, 2014;Korhonen-Sande, 2010;Moorman, 1995), while organisational systems affect the ease of communication and insight sharing across the organisation (Fang et al, 2014;Maltz et al, 2006;Sinkula, 1990). Organisational culture affects the format of customer insight sharing for instance, whether insight sharing is technology-enabled or via face-to-face meetings (Maltz & Kohli, 1996;Perks, 2000) as well as the value attributed to customer insight (Diamantopoulos & Siguaw, 2002) and the effort given to sourcing, sharing and acting upon it.…”

“…Existing studies have tended to focus on the application of customer insight in marketing decisions (Maltz, Menon, & Wilcox, 2006;Wei & Wang, 2011) and given less consideration to the generation and management of customer insight. This may in part be because of the prevalence of single-informant studies which fail to capture the diversity of experiences of customer insight within an organisation (Cacciolatti & Fearne, 2013;Korhonen-Sande, 2010). It may also be a consequence of the reliance on survey research which is limited in its capacity to capture the full range of managerial practices by which learning is enabled, particularly in a changing environment (Hodgkinson, Hughes, & Hughes, 2012;Wei & Wang, 2011).…”

The role of GPS-enabled information in transforming operational decision making: an exploratory study

“…Operational decision-making includes areas such as the fine-tuning of production, sales and distribution and the management of day-to-day operating processes and systems (McDonald et al, 2008 (Crainic, 2000, p. 274). Information enters the decision-making process when the decision makers identify a problem, develop criteria, and formulate a range of possible solutions to the problem (Korhonen-Sande, 2010). In decision-making, the use of information can be either instrumental (direct), where a decision is made through the direct application of the information, or conceptual (indirect), where information is used in the form of concepts, assumptions, models, theories and heuristics (rules of thumb) (Korhonen-Sande, 2010, p. 662).…”