Neil A. Morgan, Bruce H. Clark and Douglas W. Vorhies
Although it is almost universally agreed that customer-centricity is “good to have” for any firm it is equally clear that achieving and maintaining it is hard. This chapter focuses on the role of organizational culture as both an enabler and inhibitor of market information processes that are intimately connected with achieving and maintaining customer centricity. Using data from a large sample of U.S. trucking firms we provide evidence of the strong but complex interrelationships between different aspects of firms’ organizational culture and their information processing behaviors that are essential in achieving and maintaining customer centricity. Building on these empirical insights, we argue that organizational culture must be diagnosed and discuss how this understanding can be used to design and operate customer feedback systems and other market information processes in order for moves toward customer centricity to be successfully accomplished.