A growing awareness of the positive and activating effects thatcustomer orientation can have on competitive advantage has been noted inthe public sector organisations in the…
Abstract
A growing awareness of the positive and activating effects that customer orientation can have on competitive advantage has been noted in the public sector organisations in the Netherlands. Customer orientation not only plays a role on the operational level, it also affects the strategic level. The questions of the role that society expects from government, which government intervention is needed, and what kind of and personnel does government need to be able to execute those tasks in the future in a customer‐oriented manner, are addressed. It is concluded that customer orientation in government organisations is a useful and necessary concept, but that pursuing this requires taking into account the typical nature of these organisations; the characteristics could prove to be bottlenecks in realising the goals of customer orientation.
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Diego Stea, Stefan Linder and Nicolai J. Foss†
The attention-based view (ABV) of the firm highlights the role of decision makers’ attention in firm behavior. The ABV vastly improves our understanding of decision makers’ focus…
Abstract
The attention-based view (ABV) of the firm highlights the role of decision makers’ attention in firm behavior. The ABV vastly improves our understanding of decision makers’ focus of attention; how that focus is situated in an organization’s procedural and communication channels; and how the distribution of the focus of attention among decision makers participating in those procedural and communication channels affects their understanding of a situation, their motivation to act, and, ultimately, their behavior. Significant progress has been made in recent years in refining and extending the ABV. However, the role of individual differences in the capacity to read other people’s desires, intentions, knowledge, and beliefs – that is, the theory of mind (ToM) – has remained on the sidelines. The ToM is a natural complement to the ABV. In this study, we explore how the ToM allows for an understanding of the advantage that organizations have over markets within the ABV.
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Marion A. Kempeners and Hein W. van der Hart
Organizational structures of account management systems are one of the most interesting and controversial parts of account management systems, because of the variety of…
Abstract
Organizational structures of account management systems are one of the most interesting and controversial parts of account management systems, because of the variety of organizational options that are available. The main focus is on the organization of account management systems and particularly on the decisions that have to be made in the design of the system. Fifteen so‐called decision topics, each representing a major decision in the process of designing an account management system, are selected. The decisions are mainly based on the matching of the working paper “Organizing the account force” of Shapiro and Moriarty with case study field research. In a table, a cross‐reference has been made of the cases and the 15 decision topics selected. Furthermore, a model is presented that can be used as a guide for companies that are planning to implement an account management system or want to improve their account management system further.