Резюме на английском языке 24 октября 2018 года (1138034), страница 3
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The PhD thesis focuses on individual, organizational and external factors becauseintrapersonal factors are quite difficult to manage in an organizational context.13The main theoretical provisions of the PhD thesis are captured in a theoreticalmodel of employee customer orientation developed as a result of scientific literaturereview.
The model shows the key notions and their interconnections (Figure 1).Figure 1 – A Theoretical Model of Employee Customer OrientationSource: created by the author2. The company’s need in customer oriented employees is determined inline with the market concentration index in which the company operatesThe PhD thesis builds on the link between employee and company customerorientation because company employees are bearers of its customer orientation.Employee customer orientation is important for companies/company affiliates (and,consequently, their employees) working with clients in competitive environments.
In amonopolistic environment company (and its employees) customer orientation mayeither be missing or have a declarative nature (in case of employees the nature of thiscustomer orientation would be demonstrative).Based on publicly available information, i.e. 2014 revenue results of the keyglobal market research players (Table 1), including Company ABC, the author14measured market concentration in the global maket research market.
In order to do thatthe Herfindahl-Hirschman index was used.Table 1 – Revenue and Market Share of the Key Players in the Global Market ResearchMarketCompanyCompany ABCCompany 2Company 3Company 4Company 5Company 6Company 7Company 8Company 9Company 10Company 11Company 12Company 13Company 14Company 15Company 16Total revenue:Revenue in bln.
USD in 2014Revenue6,293,842,62,21,930,950,520,480,420,370,330,290,290,270,230,2121,22Market Share29,6%18,1%12,3%10,4%9,1%4,5%2,5%2,3%2,0%1,7%1,6%1,4%1,4%1,3%1,1%1,0%Source: created by the author based on Statista information resource database. Access:[http://www.statista.com/statistics/267648/top-market-research-companies-by-revenue/]The Herfindahl-Hirschman index (HHI) is defined as the sum of the squares ofthe market shares of all companies operating in a market. The index ranges from 0(deconcentrated market) to 10000 points (100% market monopoly).Table 1 data suggests that the global market research market is moderatelyconcentrated. Company ABC is the key market player having a 29,6% market share.Besides, the four leading companies control 70,4% of the market.
This may becharacterized as a compact oligopoly.In conclusion, Company ABC is interested in being customer oriented, however,customer orientation may not be defined as the company’s key competency at theglobal level. We may suggest that for some markets (countries) in which CompanyABC operates the HHI value would be higher whereas for others it would be lower.15Therefore, the company’s need in customer oriented employees will vary acrossmarkets. At the global level the need in customer oriented employees will exist, firstand foremost, in view of establishing, maintaining and developing long-term mutuallybeneficial relations with key clients.3.
There are differences in the set of significant factors affecting employeecustomer orientation in the context of developed and developing marketsBased on developing a theoretical model of employee customer orientation andrevealing the link between the company’s need in customer oriented employees andthe market concentration index, the author implemented empirical research usingqualitative and quantitative methods.Employee customer orientation was measured based on their self-assessmentusing a short form of the SOCO scale proposed by M.M.
Ryan R. Saxe, G.N. Soutar,R.W. Thomas, B.A. Weitz. The scale comprised the following five statements whichwere assessed by employees on a 7-point Likert scale from “fully disagree” (coded as-3) to “fully agree” (coded as 3):- I try to figure out what my client’s needs are.- I have the client’s best interests in mind.- I try to bring a client with a problem together with a product/service that helpshim or her solve that problem.- I offer the product/service that is best suited to the client’s problem.- I try to find out what kind of product/service would be most helpful to a client.To determine the key factors affecting employee customer orientation indeveloped and developing markets 2 multiple regression models were made.
R-squaredof the first model for developed markets was 0,555 whereas the coefficient ofdetermination of the second model for developing markets was 0,6995.Based on regression analysis the following factors were revealed to affectemployee customer orientation:а) in the context of developed markets:- technical skill consisting in the employee’s ability to suggest a solution meetingthe client’s needs after a client brief;16- social skills (for example, communication skills, influencing skills etc.);- motivation;- decision-making authority;- client service employees often having to do/complete back-office (non-clientfacing) teams’ work;- the company using client survey results for rewarding client service associates(e.g.: during salary reviews, when determining bonus payout amounts etc.);-the number of years the affiliate has been operating in a given market.б) in the context of developing markets:- technical skills;- social skills (for example, communication skills, influencing skills etc.)- motivation;- decision making authority;- networking;- clear definition of roles of client service and back-office (non-client facing)teams;- degree in a technical field;- the number of years the affiliate has been operating in a given market.In developed markets, motivation has got the strongest influence on employeecustomer orientation.
In developing markets, motivation and social skills play this role.It stands to note the relatively low explanatory power of the regression fordeveloped markets (it is conditioned by its R-squared value and heteroscedasticity ofits residuals). It means that the model for developed markets does not fully account forthe factors significantly affecting employee customer orientation in the affiliates of thecountries joined in one group.174.
Distinguished in an analytical way common factors affecting employeecustomer orientation irrespective of the market type (developed, developing) theemployee is based in could be taken into consideration by a multinationalcompany for the purpose of developing its global employee customer orientationpolicy.The quality of the model for developed markets being quite low, the authorcontinued to work on developing a model of employee customer orientation in thegiven company.
Cluster analysis was used to create homogenous county groups basedon their national business culture type. A multi-factor regression model was created(Table 2). The coefficient of determination of the model is 0,61, therefore, the modelexplains 61% of employee customer orientation variance. This model creates a betterunderstanding of employee customer orientation and the factors affecting it.Table 2 – A Model of Employee Customer OrientationCoefficientConst.Standard Errort-StatisticsP-value-0.13390.1168-1.14630.2525Objective setting: clientengagement/improving clientsatisfaction as part of theemployee’s written annualobjectivesTechnical skills0.07570.03472.18110.02990.10670.04592.32490.0207Social skills (e.g.communication skills,influencing skills etc.)Motivation0.25650.04605.57220.00000.35500.04318.23230.0000Decision-making authority0.11730.04112.85340.0046Job satisfaction (only fordeveloping markets)0.10380.04932.10510.0360Networking0.10200.03752.72180.0068On-the-job training on clientcentricity, client relationshipmanagement and clientengagementDegree in a technical field0.10630.06331.67990.0939-0.32230.1294-2.49140.0132Source: created by the author18Fixed effects of the model correspond to country clusters distinguished based ona scale created by G.
Hofstede, G.J Hofstede, M. Minkov. Cluster 3 (Russia) is takenas a basis (fixed effect equals zero), i.e. dummy variable values corresponding to fixedeffects of clusters 1,2,4 are calculated in relation to Russia. The fixed effect forCluster 1 countries (Great Britain, Ireland, Germany, Italy, USA) is 0.0999, forCluster 2 countries (France, Spain, Brazil, Mexico) it is -0.2477 and for Cluster 4countries (India, China) it is -0.0278.The average values of employee customer orientation per cluster is presented inTable 3.Table 3 – Average Employee Customer Orientation for the Countries Grouped into 4ClustersCluster1. Great Britain, Ireland, Germany, Italy,USAAverage Employee CustomerOrientation0.12362.
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