Determinants, Moderators and Consequences of Organizational Interaction Orientation

• Main Authors: Christian Hoops, Michael Bücker
• Format: Article
• Language: English
• Published: Nowy Sacz Business School National-Louis University 2013-01-01
• Series: Journal of Entrepreneurship, Management and Innovation
• Subjects: adaptive selling; cook's distance; customer-oriented selling; entrepreneurial orientation; environment; financial services; interaction orientation; learning orientation; market orientation; organizatinal culture; organizatinal strategy; organizational structures
• Online Access: http://jemi.edu.pl/uploadedFiles/file/all-issues/vol9/issue4/JEMI_Vol_9_Issue_4_2013_Article_4.pdf

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.