Organisational capabilities: antecedents and implications for customer value

Abstract

PurposeThe paper aims to investigate the cultural and implementation organisational capabilities that contribute to provision of superior customer values through operationalising customer value from both the business and customer perspectives.Design/methodology/approachTwo samples were developed: one for hotel managers (n=231) and the other for hotel guests (n=385). Data for the organisational capabilities were collected from managers; data for customer value were collected from both managers and customers. Two models were tested with respect to the relationship between cultural capabilities and implementation on customer value.FindingsThe results indicate that, among the cultural variables, integrated market orientation and intrapreneurship are significantly and positively related to customer value. The implementation capabilities, human resources practices and innovation are significantly related to customer value as seen by managers, but none of these was significant when regressed on customer value as experienced by customers.Research limitations/implicationsA test of measure equivalence would be desirable to establish whether customers and managers in responding to questions on customer value use the scales equivalently.Practical implicationsThe study suggests that managers should adopt the customer's perspective as a useful guide to resource deployment and a potential source of sustainable competitive advantage. This enables organisations to invest in capabilities valued by customers.Originality/valueThe value of the paper lies in obtaining data for all the independent variables from managers, and data for the dependent variable, i.e. customer value, from both managers and customers, hence limiting common method bias.

The Effects of Service Innovation on Perceived Value and Guest’s Return Intention — A Study of Luxury Hotels in Ho Chi Minh City, Vietnam

“…This result supported by the contention that "innovation to be performed in services processes can provide an important contribution to the way the service is presented by employees" [14]. As noted before, process referred to the innovation created in processes of preparing and presenting the service to customers.…”

“…The literature identifies the following sub-dimensions as components of service innovation: Hotel Type, Customization of Service, Use of Information Technology [7], Process Innovation [14], Marketing-focused Innovation [15], Brand differentiation [17] and Pricing Innovation [19]. These seven factors accompanied with perceived value and guest return intention as elements to develop the conceptual model.…”

“…These processes highly play an important role in terms of presenting services in accurate and high quality manner. Innovation to be performed in service processes can significantly contribute to "the way the service is presented by employees", which is called "the functional quality of service" [14].…”

Capabilities-Based Forecasting Model for Innovation Development in Small-and-Medium Construction Firms (Smcfs)

“…H12: Organizational innovation is positively related to firm performance. Gronum et al (2012) Manley (2008); Oerlemans and Knoben (2010) Indicators of integrated market orientation Narver and Slater (1990);Narver et al (2004); Nasution and Mavondo (2008) Reactive market orientation (i.e., customer orientation, competitor orientation and interfunctional coordination) Proactive market orientation (i.e., latent need fulfilment) -Gomez et al (2005) Managerial commitment to recognize and ensure employees understands importance of learning; Systems perspective in having a common objective; Openness and experimentation as ways of improving the work process; Knowledge transfer among the members in firm Indicators of human resource practice Nasution et al (2011) Job-related (match employees to specific job, employees as the most valuable resources, training programs, the importance of having satisfied employees, clear career paths for employees, job security for employees, high motivation); Reward related (benefits and bonuses for outstanding performance, receive feedback on the employees' performance)…”

The Cycle of Customer Value: A Model Integrating Customer and Firm Perspectives

“…But regardless of how much value a firm creates, if the customer does not perceive it (c), then the firm is not really creating value (Chan et al 2010; F o r P e e r R e v i e w O n l y Martin et al 2004;Simpson et al 2001;Smith, Colgate 2007;Woodruff 1997 Woodruff, Gardial 1996). It is important to include PV in the model because of the different ways that customers and firms measure value (Nasution, Mavondo 2008).…”