Investigating the impact of customer orientation on innovativeness: evidence from born-global firms in Turkey

Figures & data

Figure 1. Research model. Source: Developed by authors [extending the work of Kim et al. (2011)].

Table 1. Scale items and confirmatory factor analysis results (n = 197).

Scale items	Standardised loadings	t-value
Customer orientation
In serving this customer’s need we are able to mobilise personnel from multiple functional areas (COR1)	0.71	10.47
In our organisation, various functional areas coordinate their activities to enhance the quality of customer experience (COR1)	0.80	11.97
In our organisation, retaining customers is considered to be a top priority	-^*	-
In our organisation, customer relationships are considered to be a valuable asset (COR2)	0.57	8.37
Our senior management emphasises the importance of customer relationships (COR2)	0.91	14.23
Technological capability
We invest in technology to acquire and manage ‘real time’ customer information and feedback (TC1)	0.71	10.73
We have a dedicated customer relationship management technology in place (TC1)	0.79	12.21
Relative to our competitors, the quality of our information technology resources is superior (TC1)	0.76	11.71
Relationship quality
We routinely discuss issues which go beyond just buying and selling (RQ1)	0.68	10.52
Our relationship with customer is a long-term venture (RQ1)	0.80	13.34
Problems that arise in the course of the relationship are treated by the parties as joint rather
than individual responsibilities (RQ1)	0.87	15.15
Renewal of the relationship with this customer is virtually automatic (RQ1)	0.87	15.02
Our activities with this customer are well coordinated	-^*	-
In coordinating our activities with this customer, formal communication channels are followed (i.e., channels that are regularised, structured modes vs. casual, informal and word-of-mouth modes)	-^*	-
The terms of our relationship have been written down in detail	-^*	-
The terms of our relationship have been explicitly verbalised and discussed (RQ2)	0.91	16.11
We expect our relationship with this customer to continue for a long time (RQ2)	0.90	16.06
Our relationship with the customer is stable	-^*	-
Relationship information process
We collect customer information on an ongoing basis (RI1)	0.68	9.32
We capture customer information from internal sources within the organisation (RI1)	0.63	8.71
We collect customer information using external sources (such as market research agencies, syndicated data sources, and consultants)	-^*	-
The information collected from customers is updated in a timely fashion (RI2)	0.79	12.71
We integrate customer information from the various functions that interact with customers (such as marketing, sales, and customer services) (RI2)	0.78	12.46
We integrate internal customer information with customer information from external sources (RI2)	0.74	11.40
We integrate customer information from different communication channels (such as telephone, mail, e-mail, the Internet, fax, and personal contact) (RI3)	0.70	10.81
We use customer information to assess customer retention behaviour (RI3)	0.83	13.61
We use customer information to customise our offers (RI3)	0.74	11.57
We use customer information to identify our best customers	-^*	-
Innovativeness
Our firm is at the leading technological edge of our industry in this market (INN1)	0.69	10.05
We invented a lot of the technology embedded in our products	-^*	-
Compared to our competitors, we are often first to introduce product innovations or new operating approaches (INN1)	0.82	12.60
Our firm is highly regarded for its technical expertise among our customers in this market (INN1)	0.74	11.08
Model fit statistics: χ^2 = 416.72; df = 216; χ^2 / df = 1.93; CFI = 0.92; IFI = 0.93; RMSEA = 0.069; SRMR = 0.056.

Notes: All loadings are significant at the 0.01 level. CFI = Comparative fit index; IFI = Incremental fit index; RMSEA = Root mean square error of approximation; SRMR = Standardised root mean square residual.

^* Items were dropped during CFA.

Source: Authors’ calculation.

Table 2. Summary statistics and correlations of study variables.

Variables	Mean	SD	1	2	3	4	5
1. Customer orientation	5.52	1.21	1.000
2. Technological capability	4.39	1.59	0.415	1.000
3. Relationship quality	6.18	1.08	0.734	0.354	1.000
4. Relationship information process	5.26	1.28	0.627	0.514	0.611	1.000
5. Innovativeness	4.46	1.55	0.308	0.623	0.277	0.340	1.000

Notes: Composite scores for each measure were obtained by averaging scores across items representing that measure. All correlations are significant (p < 0.01). SD: Standard deviation.

Source: Authors’ calculation.

Figure 2. Structural model results.

Kim, D., Basu, C., Naidu, G. M., & Cavusgil, E. (2011). The innovativeness of Born-Globals and customer orientation: Learning from Indian Born-Globals. Journal of Business Research, 64, 879–886. 10.1016/j.jbusres.2010.09.008

 Web of Science ®Google Scholar