Резюме на английском языке 24 октября 2018 года (1138034)
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National Research University “Higher School of Economics”As a ManuscriptKlepneva Ksenia VladimirovnaEmployee Customer Orientation in a Multinational CompanyPhD Dissertation Summaryfor the purpose of obtaining Philosophy Doctor in Management HSEAcademic Supervisor:Candidate of Science,Kabalina Vera IvanovnaMoscow – 20182I.GENERAL STATEMENTSRationale of Thesis ResearchAt the present stage of global economy development in the increasinglyglobalized economic space multinational companies are constantly searching for newand difficult-to-replicate sources of competitive advantage.
One of these resources iscustomer orientation.Research reveals that the companies which are more oriented towards meetingcustomer needs, i.e. the companies demonstrating customer oriented behavior, aremore successful than the companies which do not attach special importance tocustomer orientation.In connection with the above, employees being bearers of company customerorientation (customer orientation at the organizational level), research in employee1customer orientation (customer orientation at the individual level) becomes moreimportant, because company employees are directly involved in the process ofcustomer value creation and the employees’ actions largely predetermine the qualityand potential for developing long-term relations between the company providing goodsand/or services and its clients.From the theoretical point of view, in Russian and international science theredoes not seem to be a common understanding of what employee customer orientationentails, the factors affecting it especially in the context of developed and developingmarkets and opportunities for managing employee customer orientation.Despite the ongoing improvement of managerial practices both in Russia andabroad, there is a lack of tools, enabling companies to affect personnel customerorientation in view of improving company сcustomer orientation.Therefore, inpractice we can frequently observe a situation where “actual” personnel customerorientation is replaced by “demonstrative” customer orientation, i.e.
customerorientation of a demonstrative nature only.1Within the framework of the PhD thesis the terms “employee”, “employees” and “personnel” are deemed synonymous.3Thus, the topic of employee customer orientation seems to be of immediateinterest both in terms of academic research and for the purpose of resolving practicaltasks related to human resource management within a company in view of makingemployees more customer orientated and, eventually, boosting employee contributionto the company results. The present PhD research paper attempts to close theabovementioned gap.Degree of Scientific ElaborationInterest in customer orientation research arose in the 50s of the last century. Thenotion of customer orientation was originally researched into within marketing fromthe point of view of the concept of market orientation under development at that time.Research revealed a statistically significant correlation between company marketorientation and its performance.
It also proved that market orientation significantlyaffects the way employees treat their jobs as well as employees’ customer orientation.Consequently, customer orientation was studied not only at the organizational level orat the level of intercompany cooperation but also at individual level.Thus, in 1982 R. Saxe and B.A. Weitz introduced the notion of “customeroriented selling” and suggested that it should be viewed as the practice of the marketingconcept at the level of the individual salesperson and his/her customer.While studying factors of employee customer orientation T. Hennig-Thuraureveled the link between employee customer orientation and their technical skills,social skills and motivation.
P. Guenzi, L.M. De Luca, G. Troilo proved that there is alink between such organizational factors as customer oriented corporate culture,company long-term strategic orientation, division of work between employeesaccording to their roles and employee customer orientation.C.A.
Strong, L.C. Harris demonstrated a link between a customer orientedcompany strategy and its employee customer orientation.Despite growing number of employee customer orientation research work, thenotion’s boundaries are still quite vague, there seems to be a need in systematizingemployee customer orientation factors in view of creating managerial mechanisms,especially for companies operating in different countries.4Growing interest in the matter in question is also proved by an increasing numberRussian and foreign scholars making speeches on employee customer orientation ininternational conferences (Academy of Marketing Science (AMS) Annual Conference,GSOM Emerging Markets Conference: Business and Government Perspectives,EMAC Regional Conference, Marketing Theory Challenges in Emerging Markets,International Human Resource Management Conference et al.).The urgency and insufficient degree of scientific elaboration of the problemhave stipulated the choice of the PhD thesis topic while predetermining its mainpurpose and objectives.Research Purpose and ObjectivesThe purpose of the present research consists in developing an approach tomanaging multinational company employee customer orientation (while taking intoconsideration significant factors affecting it) in view of reinforcing company customerorientation.In order to attain the purpose identified the following objectives should be setand accomplished:1.To identify and systematize the main theoretical approaches to employeecustomer orientation as well as research results related to factors of employee customerorientation.
This analysis should enable us to обосновать our approach to the notionof employee customer orientation and create a theoretical model of our research whichreflects how the most significant factors affect employee customer orientation.2.To create a methodology for empirical research in employee customerorientation.3.To pilot this methodology in a multinational consulting company usingqualitative and quantitative methods of data collection and analysis.4.Based on qualitative research results to clarify the notion of employeecustomer orientation and the necessary conditions for employee customer orientationdevelopment in the context for the company in question.5.Based on data analysis to identify opportunities for managing employeecustomer orientation.56.To create an approach to managing employee customer orientation.
Tomake practical recommendations on managing employee customer orientation andpilot them in the multinational company in question.Object and Subject of ResearchThe object of the research is employee customer orientation.Empirical data was gathered in a big multinational company operating in themarket/consumer behavior research market in over 100 countries across the globe.This service company was selected taking into consideration the purpose of ourresearch because in this sector of economy customer orientation is a prerequisite forsuccessful company performance and an important managerial competency.
Besidesthis, the company in question is a typical representative of companies providing otherorganizations with professional services, first and foremost, from the point of view ofthe nature of the job done by customer-facing employees, i.e. those employees in directcontact with representatives of the abovementioned company’s clients.The company is interested in building long-term mutually beneficial relationswith its clients at the global, regional and local (country) level.As far as client service2 employees are concerned, they interact with one and thesame client (group of clients) during a few years. For developed markets the timelineis, on average, 2.5 – 3.5 years.
For developing markets it is, on average, 1.5 – 2.5 years.Client service employees should have good analytical skills, deep knowledge inthe methodology of analyzing the company’s data, influencing and negotiation skills(when they deal with the company’s clients and non-client facing (back-office)employees) as well as a good understanding of the clients’ business and the competitiveenvironment they are operating in.The subject of the research consists in significant factors determiningemployee customer orientation in connection with the type of market (developed,2Client service employees are those employees working, for example, in the retail measurement services department,innovations department, customer research department etc.
In direct contact with the company’s clients, i.e.representatives of market research and consumer insights departments of fast moving consumer goods, automotive,pharmaceutical, financial etc. companies.6developing) the employee is based in and for the multinational company in general.These factors are considered to be a basis for managerial impact and decision-making.Research methodology and methods.Theoretical basis for the present research included results of customerorientation research in the field of management, service marketing, relationshipmarketing and human resource management.
The following approaches were used:competency approach (J.C. Bou-Llusar, R.E. Boyatzis, K. Donegan, D.C. McClelland,P. Murray, L.M. Spencer Jr., S.M. Spencer, A.B. Escrig-Tena), strategic humanresource management (M.L. Lengnick-Hall, C.A. Lengnick-Hall, W. Brockbank,D. Ulrich), McKinsey 7S model (T.J Peters, R.H. Waterman) and the model explainingthe influence of employee customer orientation on the key service marketingconstructs: client satisfaction, client loyalty and client retention (T. Hennig-Thurau).The theoretical research basis was analyzed using the following researchmethods: comparison, generalization, grouping and classification.The methodology of the empirical research, namely its strategy and methods ofdata collection and analysis, can be defined as complex. A case study strategy used tostudy the specificities of managing employee customer orientation in a company whiletaking into consideration the context (factors of different levels) was combined with across-sectional strategy used for studying the diversity of customer orientationmanifestations and conditions which characterize an international company withaffiliates located in different countries.
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