Customer experience orientation: Conceptual model, propositions, and research directions
通过多案例研究，提出客户体验导向（CXO）包含六种价值观和行为规范，这些价值观通过收集、传播和运用体验洞察来塑造组织学习，并进一步制度化这种学习，同时探讨了其对绩效的复杂影响。
Abstract Many firms are adopting customer experience management as a route to differentiation, but experience management in practice has only begun to be explored. Using a strategic orientation lens and a theories-in-use approach, a multiple-case study reveals the presence of a “customer experience orientation” (CXO) exhibiting six values and related behavioral norms. Three of these values—journey motivation, continual experience optimization, and experience empowerment—shape experience-based organizational learning through the collection, dissemination, and actioning of experience insight. Substantially extending prior work, a further three values—journey organization, experience mandating, and experience-purpose alignment—institutionalize this learning. Contextual moderators of the impact of CXO on customer experience appraisal and hence firm performance are proposed. Ambivalent effects on performance via increased or decreased costs are also identified, which may counteract or amplify the positive effects of CXO via enhanced experience appraisal. CXO emerges as a distinct, learning-based philosophy for organizational effectiveness, albeit one that draws on ideas from service, human resource management, agile design, and marketing.