The antecedents and consequences of a customer value-oriented dominant logic: a dynamic managerial capabilities perspective

Market orientation has been primarily studied as a set of firm-level behaviours linked to the: generation of, dissemination of, and responsiveness to market intelligence (market-oriented behaviours). However, it has rarely been studied under an organisational culture perspective; the investigations that have conceptualised and operationalised market-oriented organisational cultures have overlooked a market-oriented managerial mind-set dimension. A concept to help address this research gap is the firm s dominant logic, which highlights the degree to which managers assumptions are manifested into their corporate cultures. The firm s dominant logic is integrated with the market orientation literature to conceptualise and operationalise the customer value-oriented dominant logic (CVODL) construct. The CVODL construct is defined as the extent to which managers assume that creating customer value should drive performance. The CVODL construct contributes to the marketing literature by extending current conceptualisations and operationalisations of market-oriented organisational cultures through a managerial mind-set viewpoint. This doctoral study examines the link between a CVODL and managers making resource investments into the departments of their corporations that they perceive to create value for their customers (an alternative to market-oriented behaviours). Functional resource investments are studied as an alternative form of implementing the marketing concept than market-oriented behaviours. A conceptual framework was developed to conceptualise the antecedents and consequences of the CVODL under the dynamic managerial capabilities perspective. The conceptual framework was tested using a multi-industry and national-level sample of American corporations, through structural equation modelling (SEM). These results show that a CVODL drives different forms of implementing the marketing concept, namely, intelligence responsiveness and CVO functional resource investments, both of which were positively related to sales performance. The results also highlight a new driver of market-oriented behaviours under the dynamic managerial capabilities perspective. This doctoral thesis helps managers to foster a market-oriented organisational culture, as well as investigating the ways in which such corporate cultures can drive sales performance. Limitations and avenues of future research are also discussed.