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Extant research has identified a broad set of antecedents of innovativeness, with the assumption that maximizing as many of them as possible leads to sustained innovativeness. However, companies usually face resource constraints and therefore must strive to identify and combine the most important drivers of superior innovativeness effectively. This research addresses this practical challenge by identifying typical patterns of innovation orientation and their associated performance outcomes. Drawing on configuration and boundary theory, the authors develop a framework and hypotheses, then use data from marketing managers, R&D managers, and customers to identify four patterns: integrated innovators, internally driven preservers, proactive customer-oriented innovators, and top-down innovators. The empirical results reveal performance differences across these patterns. An integrated approach leads to the highest innovativeness scores, but proactive customer-oriented innovators and top-down innovators enjoy the greatest financial success.

Facial expressions are an ideal means of communicating one’s emotions or intentions to others. This overview will focus on human facial expression recognition as well as robotic facial expression generation. In the case of human facial expression recognition, both facial expression recognition on predefined datasets as well as in real-time will be covered. For robotic facial expression generation, hand-coded and automated methods i.e., facial expressions of a robot are generated by moving the features (eyes, mouth) of the robot by hand-coding or automatically using machine learning techniques, will also be covered. There are already plenty of studies that achieve high accuracy for emotion expression recognition on predefined datasets, but the accuracy for facial expression recognition in real-time is comparatively lower. In the case of expression generation in robots, while most of the robots are capable of making basic facial expressions, there are not many studies that enable robots to do so automatically. In this overview, state-of-the-art research in facial emotion expressions during human–robot interaction has been discussed leading to several possible directions for future research.

In recent years, firms have invested considerably in programs to raise their innovativeness by inspiring employees with an innovation-oriented corporate culture. However, extant literature is inconclusive on how an innovation-oriented culture leads to increases in product program innovativeness (PPI). This study investigates this question by analyzing a multilayer model of innovation-oriented corporate culture, using data from three different informants: marketing managers, R&D managers, and customers. The effects of innovation-oriented values and norms on PPI are fully mediated by cultural artifacts. Therefore, values and norms must be transformed into specific artifacts to exert an influence on innovativeness. Furthermore, market dynamism and technological turbulence have opposite moderating effects on the relationship between innovation-oriented artifacts and PPI. Market dynamism weakens this relationship, whereas technological turbulence strengthens it.

This article attempts to provide deeper insights into the link between the innovativeness of a company’s offered goods/services and customer satisfaction. This study proposes an inverted U-shaped relationship between the innovativeness of the offered goods and customer satisfaction. For the innovativeness of services, information economics and services marketing literature indicate an inverted S-shaped relationship. Two separate studies conducted for goods and services confirm the proposed nonmonotonic effects of the investigated relationships. Both studies use dyadic data from marketing managers to assess innovativeness and from customers to indicate customer satisfaction.

The degree to which the research and development (R&D) department is regarded as more important for product innovativeness than is marketing, with greater potential to influence innovation decisions, appears ambiguous. This study examines how R&D’s level of power, relative to marketing’s, affects product program newness and meaningfulness, and thus market and financial performance. Relying on the motive of enhancement, this study reveals two underlying mechanisms to explain considerations of R&D and marketing depending on R&D’s power. A multi-informant sample of top executives and subordinates from 229 firms indicates distinct effects of R&D’s relative power on product program newness and meaningfulness. Specifically, R&D power exhibits a positive linear relationship with product program newness but a nonlinear effect with meaningfulness. To expand market and financial performance, firms should seek to generate meaningful product innovations through a moderate level of relative R&D power, particularly when their environments are characterized by high competitive intensity.

The goal of this article is to provide deeper insights into the construct of customer orientation at the individual level. The article has three main objectives: First, this study provides a two-dimensional conceptualization of customer orientation that distinguishes between attitudes and behaviors. Second, it explores direct and indirect effects of customer-oriented attitudes on customer satisfaction. Third, the authors propose and examine a positive moderating effect of empathy, reliability, and expertise on the link between customer-oriented attitude and customer-oriented behavior and a negative moderating effect of salespeople's restriction in job autonomy. The analysis is based on dyadic data that involve judgments provided by salespeople and their customers across multiple manufacturing and services industries in a business-to-business context. Results support the authors' two-dimensional conceptualization of customer orientation. The authors also find that customer-oriented attitudes have a direct effect on customer satisfaction. The four proposed moderating effects are also in evidence. [PUBLICATION ABSTRACT]

Extant research has largely ignored the phenomenon of interorganizational teams, which consist of members from both supplier and customer companies. This study examines the degree to which team interorganizationality influences team performance in a business-to-business context. On the basis of resource-dependence theory and boundary theory, the author argues that team interorganizationality positively influences team effectiveness, particularly when uncertainty is high. The hypotheses testing is based on multiple informant data collected from members and leaders of 225 teams in various industries. The results show the positive influence of team interorganizationality on team effectiveness. In addition, uncertainty-related moderator variables (company-related, market-related, and technological uncertainty) strengthen the link between team interorganizationality and team effectiveness. [PUBLICATION ABSTRACT]

Salespersons' customer orientation has attracted considerable attention from practitioners and researchers. By distinguishing customer-oriented attitude from behavior, this study sheds light on customers' perceptions of salespersons' empathy, as a missing link between customer orientation and customer-related outcomes. Noting the increasing age diversity among salespersons and customers, this study also investigates whether age differences in salesperson-customer dyads moderate the relationships of salespersons' customer-oriented attitude and behavior with customer outcomes. Finally, this study examines salespersons' climate perceptions as antecedents of their customer-oriented attitudes. Results of multilevel modeling with data from 164 salespersons and 405 customers reveal that salesperson empathy, as perceived by customers, is an important facilitator of the customer orientation-satisfaction relationship. When there are large age differences, salespersons' customer-oriented attitude becomes more important for making customers feel understood by salespersons. Regarding antecedents, salespersons' customer-oriented attitude is influenced by their perceptions of team-member exchange and age-inclusive climate.

Most research in the field of customer relationship management has focused on keeping existing customers. However, some companies also systematically address lost customers and try to revive these relationships. This facet of customer relationship management has been largely neglected by academic research. Our study provides a theoretical discussion and an empirical analysis of factors driving the success of relationship revival activities. Drawing on equity theory, we find that the customer's perceived interactional, procedural, and distributive justice with respect to revival activities positively affect his or her revival-specific satisfaction which in turn, has a strong impact on revival performance. Furthermore, revival performance depends on customer characteristics (variety seeking, involvement, age), and the overall customer satisfaction with the relationship.[PUBLICATION ABSTRACT]