Balancing the act: the implications of jointly pursuing internal customer orientation and external customer orientation

Jodie Conduit, Margaret Jekanyika Matanda, Felix Tinoziva Mavondo

Research output: Contribution to journalArticleResearchpeer-review

Abstract

Current marketing paradigms recognise a need for organisations to create value for both internal and external customers. However, jointly pursuing an internal and external customer focus has been argued to be both synergistic and contradictory. Using cluster analysis, this paper develops a typology on the basis of employees perceptions of their organisation s joint pursuit of internal and external customer orientation. This allows an examination of the joint implications of these strategic postures on organisational processes, including information generation, information dissemination, training, communication and human resource practices. The results suggest that employees have the most positive perceptions of organisational processes when they perceive the organisation pursues a strong internal orientation, followed by those organisations that are jointly strong on internal and external customer orientation.
Original languageEnglish
Pages (from-to)1320 - 1352
Number of pages33
JournalJournal of Marketing Management
Volume30
Issue number13-14
DOIs
Publication statusPublished - 2014

Cite this

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abstract = "Current marketing paradigms recognise a need for organisations to create value for both internal and external customers. However, jointly pursuing an internal and external customer focus has been argued to be both synergistic and contradictory. Using cluster analysis, this paper develops a typology on the basis of employees perceptions of their organisation s joint pursuit of internal and external customer orientation. This allows an examination of the joint implications of these strategic postures on organisational processes, including information generation, information dissemination, training, communication and human resource practices. The results suggest that employees have the most positive perceptions of organisational processes when they perceive the organisation pursues a strong internal orientation, followed by those organisations that are jointly strong on internal and external customer orientation.",
author = "Jodie Conduit and Matanda, {Margaret Jekanyika} and Mavondo, {Felix Tinoziva}",
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Balancing the act: the implications of jointly pursuing internal customer orientation and external customer orientation. / Conduit, Jodie; Matanda, Margaret Jekanyika; Mavondo, Felix Tinoziva.

In: Journal of Marketing Management, Vol. 30, No. 13-14, 2014, p. 1320 - 1352.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Balancing the act: the implications of jointly pursuing internal customer orientation and external customer orientation

AU - Conduit, Jodie

AU - Matanda, Margaret Jekanyika

AU - Mavondo, Felix Tinoziva

PY - 2014

Y1 - 2014

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AB - Current marketing paradigms recognise a need for organisations to create value for both internal and external customers. However, jointly pursuing an internal and external customer focus has been argued to be both synergistic and contradictory. Using cluster analysis, this paper develops a typology on the basis of employees perceptions of their organisation s joint pursuit of internal and external customer orientation. This allows an examination of the joint implications of these strategic postures on organisational processes, including information generation, information dissemination, training, communication and human resource practices. The results suggest that employees have the most positive perceptions of organisational processes when they perceive the organisation pursues a strong internal orientation, followed by those organisations that are jointly strong on internal and external customer orientation.

U2 - 10.1080/0267257X.2014.909513

DO - 10.1080/0267257X.2014.909513

M3 - Article

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JF - Journal of Marketing Management

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