Implementing the Marketing Concept at the Employee–Customer Interface: The Role of Customer Need Knowledge

By Christian Homburg, J. Wieseke, Torsten Bornemann. 2009

418 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/72c1e49a5425eea6f71a8d0b480b5053fe5cc90e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. Willy Bolander
2. Christopher P. Blocker
3. M. Vafeas
4. John R. Rossiter
5. Tim Hughes
6. V. Venkatesh
7. Marcel J. H. van Birgelen
8. Florian Kraus

In Organizational Behavior and Human Resource Management

1. Marjolein C. J. Caniëls
2. S. Aryee
3. Michael Ahearne
4. Fred Walumbwa
5. Benjamin Schneider
6. D. Bowen
7. Willy Bolander
8. Christopher P. Blocker

In Sociology and Political Science

1. Michael Ahearne
2. Benjamin Schneider
3. Willy Bolander
4. M. Vafeas
5. John R. Rossiter
6. Tim Hughes
7. V. Venkatesh
8. Marcel J. H. van Birgelen

Citations in the corpus

• Antecedents to value diminution (2016, background): “A frontline employee’s understanding of customer needs is a key driver of value (Homburg et al., 2009).”
• Leveraging Digital Technologies: How Information Quality Leads to Localized Capabilities and Customer Service Performance (2013, background): “For instance, more customer-oriented salespersons are found to enhance customers' willingness to pay (Homburg et al. 2009; Pihlstrom and Brush 2008) and prior research has also found that greater customer orientation enhances the interest of customers to transact with the firm and purchase related…”
• A Service Climate Synthesis and Future Research Agenda (2014, background): “Homburg, Wieseke, and Bornemann (2009) found that ‘‘customer need knowledge’’—accurately identifying customers’ hierarchy of needs—mediated between individual employee and organizational context in understanding customer experiences.”
• Developing and Leveraging Human Capital Resource to Promote Service Quality (2016, background): “This requires that frontline employees have the KSAs not only to form accurate perceptions of the needs of customers, or what Homburg, Wieseke, and Bornemann (2009) call “customer need knowledge,” but also to satisfy these needs.”
• Marketing measurement revolution: the C-OAR-SE method and why it must replace psychometrics (2011, background): “Homburg et al. (2009) defined the new construct of CUSTOMER NEED KNOWLEDGE as “the extent to which a frontline employee can correctly identify a given customer’s hierarchy of needs” (p.”
• Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees (2014, neutral): “But prior research (Homburg et al. 2009) also prompts us to suggest that this effect will be mediated by the employee’s customer orientation.”
• Value cocreation in service interactions (2015, background): “(Homburg et al., 2009; Vargo and Lusch, 2004) consequently taking into consideration customers’ operant and operand resources.”