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The influence of service orientation and interaction orientation on consumer identification

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  • Wei Tung
  • Austin Rong-Da Liang
  • Su-Chang Chen

Abstract

A service orientation aims to provide professional and comprehensive service items to consumers in a sale or a non-sale situation, while an interaction orientation has the goal of creating good interaction ability with individual customers in order to maintain long-term, profitable customer relationships, and in the process obtaining valuable information about individual customers. These orientations build customer-centric operations and develop competitive advantages, thus enhancing firm performance and customer value. The main purpose of this study was to examine the relative and collective contributions of different strategic orientations on a firm's performance, with a focus on consumer-company identification. The structural equation model results indicate that (1) both service orientation and interaction orientation positively influence consumer-company identification and (2) interaction orientation results in higher perceived consumer identification.

Suggested Citation

  • Wei Tung & Austin Rong-Da Liang & Su-Chang Chen, 2014. "The influence of service orientation and interaction orientation on consumer identification," The Service Industries Journal, Taylor & Francis Journals, vol. 34(5), pages 439-454, March.
    • Handle: RePEc:taf:servic:v:34:y:2014:i:5:p:439-454
    DOI: 10.1080/02642069.2014.871533
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    References listed on IDEAS

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    1. Sung-Joon Yoon & Dong-Choon Choi & Jong-Won Park, 2007. "Service Orientation: Its Impact on Business Performance in the Medical Service Industry," The Service Industries Journal, Taylor & Francis Journals, vol. 27(4), pages 371-388, June.
    2. Cedric Hsi-Jui Wu & Rong-Da Liang & Wei Tung & Ching-Sheng Chang, 2008. "Structural relationships among organisation service orientation, employee service performance, and consumer identification," The Service Industries Journal, Taylor & Francis Journals, vol. 28(9), pages 1247-1263, November.
    3. G. Tomas M. Hult & David J. Ketchen & Stanley F. Slater, 2005. "Market orientation and performance: an integration of disparate approaches," Strategic Management Journal, Wiley Blackwell, vol. 26(12), pages 1173-1181, December.
    4. Fine, Leslie M., 2009. "The bottom line: Marketing and firm performance," Business Horizons, Elsevier, vol. 52(3), pages 209-214, May.
    5. Olavarrieta, Sergio & Friedmann, Roberto, 2008. "Market orientation, knowledge-related resources and firm performance," Journal of Business Research, Elsevier, vol. 61(6), pages 623-630, June.
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    Cited by:

    1. Cindy Yunhsin Chou & Yung-Cheng Shen & Po-Han Wu & Heng-Yu Lin, 2022. "Employee perceived meaning of work and service adaptive behavior: a psychological resourcefulness perspective," Service Business, Springer;Pan-Pacific Business Association, vol. 16(4), pages 1035-1063, December.
    2. Yang, Defeng & Chen, Xiaoyun & Ma, Baolong & Wei, Haiying, 2022. "When can interaction orientation create more service value? The moderating role of frontline employees' trust in managers and employee deep acting," Journal of Retailing and Consumer Services, Elsevier, vol. 65(C).
    3. Brashear-Alejandro, Thomas & Kang, Jun & Groza, Mark D., 2016. "Leveraging loyalty programs to build customer–company identification," Journal of Business Research, Elsevier, vol. 69(3), pages 1190-1198.
    4. Colin C. J. Cheng & Chwen Sheu, 2017. "When are strategic orientations beneficial for collaborative service innovation?," The Service Industries Journal, Taylor & Francis Journals, vol. 37(7-8), pages 466-493, June.
    5. Trong Tuan Luu, 2019. "CSR and Customer Value Co-creation Behavior: The Moderation Mechanisms of Servant Leadership and Relationship Marketing Orientation," Journal of Business Ethics, Springer, vol. 155(2), pages 379-398, March.

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