From customer-oriented strategy to perceived organizational financial performance: the role of human resource management and customer-linking capability

Lin, C.H., Sanders, K., Sun, J.M., Shipton, H. ORCID: 0000-0003-4006-7923 and Mooi, E.A., 2015. From customer-oriented strategy to perceived organizational financial performance: the role of human resource management and customer-linking capability. British Journal of Management. ISSN 1045-3172

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Abstract

Drawing on the organizational capabilities literature, we developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer-oriented strategy. Customer-linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer-oriented strategy. Data collected from two emerging economies–China and Hungary–established that supportive HRM partially mediated the relationship between customer-oriented strategy and customer-linking capability. Customer-linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer-oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the “black-box” between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.

Item Type: Journal article
Publication Title: British Journal of Management
Creators: Lin, C.H., Sanders, K., Sun, J.M., Shipton, H. and Mooi, E.A.
Publisher: John Wiley & Sons, Ltd. for the British Academy of Management
Date: 2015
ISSN: 1045-3172
Identifiers:
NumberType
10.1111/1467-8551.12142DOI
Divisions: Schools > Nottingham Business School
Depositing User: EPrints Services
Date Added: 28 Oct 2015 10:34
Last Modified: 09 Jun 2017 13:56
URI: http://irep.ntu.ac.uk/id/eprint/26072

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