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Author
Hoops Christian (IPSOS Observer), Bücker Michael (Technical University of Dortmund, Germany)
Title
Determinants, Moderators and Consequences of Organizational Interaction Orientation
Source
Journal of Entrepreneurship, Management and Innovation (JEMI), 2013, vol. 9, nr 4, s. 73-100, rys., tab., bibliogr. 72 poz.
Issue title
Knowledge, Participation and Waste Management - Selected Problems
Keyword
Orientacja przedsiębiorcza, Orientacja rynkowa, Usługi finansowe, Zarządzanie strategiczne, Kultura organizacyjna, Struktura organizacyjna
Entrepreneurial orientation, Market orientation, Financial services, Strategic management, Organisational culture, Organisational structure
Note
streszcz., summ.
Abstract
Orientacja na interakcję odzwierciedla zdolność formy do interakcji z indywidualnymi klientami oraz do gromadzenia informacji uzyskanych w tych interakcjach. Literatura przedmiotu podaje cztery wymiary orientacji na interakcję: koncepcja klienta, zdolność do reakcji, uprawomocnienie klienta oraz zarządzanie wartością klienta (Ramani i Kumar, 2008). Niniejsza praca pokazuje piąty wymiar orientacji na interakcję oraz bada determinanty, moderatory i konsekwencje tej konstrukcji. Pierwszym odkryciem jest to, iż firmy działające w środowisku B2B wykazują większy stopień interakcji niż firmy ze środowiska B2C. Ramani i Kumar przewidywali to w swojej pracy. Pokazujemy, że istnieją sektory B2C,jak na przykład usługi finansowe, w których firmy również wykazują większy stopień orientacji na interakcję. Być może dlatego właśnie autorzy nie mogli udowodnić swojej hipotezy. Ponadto, badamy wpływ orientacji strategicznej na efektywność organizacji i porównujemy ze sobą różne orientacje. (abstrakt oryginalny)

Interaction orientation reflects the ability of a company to interact with the individual customer and to gather information from successful interactions. Four dimensions of interaction orientation are identified in the literature: customer concept, interaction response capacity, customer empowerment and customer value management (Ramani and Kumar, 2008). This study shows that indeed a fifth dimension of interaction orientation exists and investigates the determinants, moderators and consequences of this construct. The first notable finding is that B2B companies exhibit a greater degree of interaction orientation than B2C firms. Ramani and Kumar hypothesized that in their study. We show that there are B2C industries such as financial services, whose companies also have a greater interaction orientation. This could be the reason why the authors could not prove their hypothesis. Furthermore, we examine the influence of strategic orientations on organizational performances and compare various orientations with each other. (original abstract)
Accessibility
The Library of University of Economics in Katowice
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ISSN
2299-7075
Language
eng
URI / DOI
http://dx.doi.org/10.7341/2013944
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