Christian Homburg: Developer

Christian Homburg is German academic. Explore interesting quotes on developer.
Christian Homburg: 36 quotes0 likes

“Little is known about the interface between separate marketing units and sales units. This article develops a multidimensional model of the marketing and sales interface. The model integrates a broad range of conceptual domains, including information sharing, structural linkages, power, orientations, and knowledge of marketing and sales. The authors empirically explore the conceptual model through a cross-industry study of 337 European Union–based companies. They identify five empirical archetypes of the marketing and sales interface. The taxonomy shows that the role and characteristics of marketing and sales vary a great deal. This finding challenges existing stereotypes about marketing and sales. Finally, the article explores organizational outcomes of the five configurations. The findings suggest that the most successful configurations are characterized by strong structural linkages between marketing and sales and a high extent of market knowledge in marketing.”

Christian Homburg

Source: "Configurations of marketing and sales: a taxonomy", 2008, p. 133; Abstract

“Despite the high relevance of, the authors develop and empirically test a framework of the influence of a supplier's CSR engagement on organizational customer outcomes. Findings from an examination of 200 cross-industry supplier-customer dyads reveal positive effects of two facets of a supplier's CSR efforts on customer loyalty through distinct mechanisms. Business practice GSR fosters customers' trust, whereas philanthropic CSR strengthens customer-company identification. The authors distinguish a supplier's actual GSR engagement and customers' perception of these GSR activities. In addition, they consider central contingency factors reflecting uncertainty and dependence in business-to-business relationships that determine the effectiveness of GSR.”

Christian Homburg

Source: "Corporate social responsibility in business-to-business markets", 2013, p. 54; Article abstract

“[Strategic account management programs include] special activities… such as pricing, products, services, distribution, and information sharing’ and that they involve ‘in addition to marketing and sales, functional groups such as manufacturing, research and development, and finance.”

Christian Homburg

Source: "A configurational perspective on key account management", 2002, p. 40-42; as cited in Storbacka (2007)

“Organizational culture consists of four distinguishable but interrelated components. They include shared basic values, behavioral norms, different types of artifacts, and behaviors… Values can be defined as "a conception, explicit or implicit, distinctive of an individual or characteristic of a group, of the desirable which influences the selection from available modes, means, and ends of action." Norms differ from values by a higher degree of specificity and a higher relevance for actual behaviors (Katz and Kahn 1978, p. 43). The shared values within an organization form the basis for the development of these norms, which legitimate specific behaviors. More specifically, we define norms as expectations about behavior or its results that are at least partially shared by a social group (O'Reilly 1989; Thibaut and Kelley 1959). Artifacts include stories, arrangements, rituals, and language that are created by an organization and have a strong symbolic meaning (Schein 1992; Trice and Beyer 1993). The symbolic meaning of artifacts is more important than any instrumental function (Hatch 1993). In contrast, behaviors refer to organizational behavioral patterns with an instrumental function.”

Christian Homburg

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 450

“Previous research addressing market orientation from a cultural perspective typically has used behavioral measures of this construct. Drawing on literature in the fields of organizational theory and marketing, the authors develop a multilayer model of market-oriented organizational culture. They draw an explicit distinction among values that support market orientation, norms for market orientation, artifacts indicating high and low market orientation, and market-oriented behaviors. On the basis Of qualitative research and a subsequent survey, the authors develop scales for measuring the different layers of market-oriented culture and analyze relationships among the different components of market-oriented culture. Findings indicate that artifacts play a crucial role in determining behavior within organizations. Results also indicate that a market-oriented culture influences financial performance indirectly through market performance and that this relationship is stronger in highly dynamic markets.”

Christian Homburg

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 449 ; Abstract