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dc.contributor.authorArnold, Todd J.en_US
dc.contributor.authorFang, Ericen_US
dc.contributor.authorPalmatier, Robert W.en_US
dc.description.abstractThe effect of a firm’s strategic focus on acquiring new customers and/or retaining existing customers (customer acquisition and retention orientations) on innovation performance is evaluated. With dyadic primary data collected from 225 strategic business units, the authors demonstrate that a firm’s focus on customer acquisition enhances its radical innovation performance but hinders its incremental innovation; a firm’s strategic orientation toward customer retention has the opposite effects. These effects are mediated by both customer knowledge development and the firm’s resource configuration decisions. In addition, the authors provide insight into the impact of managerial decision trade-offs when implementing customer engagement strategies. The results suggest that the effect of customer acquisition and retention orientations on customer knowledge and investment decisions, and ultimately on innovation performance, is amplified when a firm consistently implements a specific engagement strategy. Implementing a dual strategy by attempting to focus on both acquiring and retaining customers undermines resource configuration decisions, with diverse effects on both radical and incremental innovation.en_US
dc.relation.ispartofjournalJournal of the Academy of Marketing Scienceen_US
dc.subject.fieldofresearchMarketing not elsewhere classifieden_US
dc.titleThe effects of customer acquisition and retention orientations on a firm's radical and incremental innovation performanceen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.hasfulltextNo Full Text
gro.griffith.authorPalmatier, Robert W.

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    Contains articles published by Griffith authors in scholarly journals.

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