Integrating Organizational Capabilities to Increase Customer Value: A Triple Interaction Effect

The aim of this paper is to contribute to the strategic management literature by identifying empirically possible combinations of three organizational capabilities and to analyze whether the possible interaction between them leads to the creation of superior customer value. We aim to determine how the interaction between three capabilities (i.e., market orientation, knowledge management and customer relationship management) is and the potential effects of this relationship for increasing customer value. In order to test this question, we model a triple interaction effect following an orthogonalization approach using partial least squares (PLS). We used data from Spanish banking industry. Surprisingly, the triple effect explains more variance of customer value than the alternative operationalizations of the three organizational capabilities linked to customer value creation.

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