Senior leadership c·ommitment intensity and emotion
communicated with passion perceived as authentic
PROGRESSING SITE Enthusiastic Passionate
STRUGGLING SITE Doubt Warily
customer, and internal processes are
designed and managed to ensure
responsiveness to customer needs and
Interfunctional
maximum efficiency in value delivery.
coordination
Webster,1994
Theoretical Context
Three critical organizational variables
Market intelligence
“Marketing researchers emphasize the importance of having accurate market intelligence throughout the organization to ensure customer requirements are met and competitive forces repelled.
communicate their commitment
driving changes
Market
identify customers anindtethlleigirenneceeds
Senior leadership

Findings
But if senior leadership is necessary but not sufficient, what are the key factors that differentiate successful from unsuccessful implementation?
existing theory
Research Program
Data Analysis
search Programs F i n d i n g s Discussion
Presented by 张 阁 李 小 芳
Findings
Three pillars of customer orientation theory
Four potential refinements to theory emerged
connectivity to ownership for change commitment intensity and emotion driving the commitment with resources the cascading leadership role
Implementing a Customer Orientation：Extension of Theory and Application
Introduction
Customer Orientation
The set of beliefs that puts the customer’s interest first, while not excluding those of all other stakeholders…in order to develop a long-term profitable[viable] enterprise.
Senior leadership
“[C]ustomer-oriented values and beliefs are uniquely the responsibility of top management. Only the CEO [chief executive officer] can take responsibility for defining customer and market orientation as the driving forces.
personnel
diverse organizational
processes
Relatively rudimentary level
Progressing site Struggling site
School district
Research Program
Two Stages
1 Worked with district's top leadership to explore
Deshpandé, Farley & Webster，1993
Introduction
Organizations are more successful when they embrace a customer orientation.
Berry 1997; Day 1999b; Deshpandé,Farley, and Webster 1993; Han, Kim, and Srivastava 1998;Jaworski and Kohli 1996; Narver and Slater 1990; Narver,Slater, and MacLachlan 2000; Slater and Narver 1994,2000
Webster,1994
retical Context Research Program Find Presented by 李 婧 雯
Research Program
Focal Organization
strong commitment
wide access to activities, data, and
the need for and implications of establishing a customer orientation in the school district. Collected on-site data at the two schools.
2 Discuss data, propose patterns, and question
PROGRESSING SITE
shared leadership
teachers viewed as learning facilitators
STRUGGLING SITE
autocratic, rigid and unshared
faculty members remained wary
—A veteran specialist
The goals are from the legislature...But the county needs to explain why things cannot happen.
—Wayne, a father of two students
Findings
Theoretical Context
Three critical organizational variables
Senior leadership
Interfunctional coordination
Market intelligence
Theoretical Context
Three critical organizational variables
Webster,1998
Theoretical Context
Three critical organizational variables
“Everyone’s job is defined in terms of how it helps to create and deliver value for the
Introduction
Gap
The literature is only modestly descriptive of the processes for implementing this desired orientation.
Research Context
A major public school district
the link is recognized but transparent
commitment disconnect
[The principal] has been the number-one force getting the [school] plan done and putting it into action
Findings
Senior leadership c·onnectivity to ownership for change
PROGRESSING SITE
STRUGGLING SITE
senior leaders act as impetus customer-focused
senior leaders' force to change did not provide legitimacy
Senior leadership
Interfunctional coordination
Market intelligence
Findings
1 Senior Leadership
Senior leadership
Findings
senior leadership —catalytic role
Findings
Senior leadership d·riving the commitment with resources