Empirical evidence and previous literature on the effect of customer analytics on organizational performance demonstrate contrasting results. The enormous expansion of digital customer-related data, which is accessible almost freely and in real time, has made this a critical issue for contemporary marketing managers. Employing fuzzy-set qualitative comparative analyses (fsQCA), this study examines which configurations of digital analytics and organizational customer-related culture, processes and capabilities drive high market performance. The evidence finds certain conditions are necessary for achieving high market performance, and other conditions constitute a path of sufficient conditions, depending on the level of environmental dynamisms.
Digital analytics and high organizational performance: a fuzzy-set QCA approach
Alessandro Zardini
2016-01-01
Abstract
Empirical evidence and previous literature on the effect of customer analytics on organizational performance demonstrate contrasting results. The enormous expansion of digital customer-related data, which is accessible almost freely and in real time, has made this a critical issue for contemporary marketing managers. Employing fuzzy-set qualitative comparative analyses (fsQCA), this study examines which configurations of digital analytics and organizational customer-related culture, processes and capabilities drive high market performance. The evidence finds certain conditions are necessary for achieving high market performance, and other conditions constitute a path of sufficient conditions, depending on the level of environmental dynamisms.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
