This study draws an attention on the linear effects of market orientation, including customer orientation and customer value creation on the establishment of ambidexterity capability.
Scholars opine that the consequence of market orientation is customer satisfaction, which increases repeat purchases and draws new customers to the business (Kohli and Jaworski 1990; Singh and Ranchhod 2004).
Consequently, business and policy dimensions like future-orientation, knowledge sharing, customer orientation, communication and negotiation skills will become more and more important, and new research knowledge of such issues is needed.
Secondly, although customer-orientation and customer integration has been recognized as crucial for PSS, the involvement of clients or consumers in the design process is often disregarded.
For H1 and H2, besides the significance level of political connection's coefficients, customer orientation and government orientation increase, the other political connection's coefficients' sign and significance level do not change.
This scale has been used in previous studies (Langerak 2003; Farrell et al. 2008; Nasution et al. 2011; Cheng and Krumwiede 2012) and its 14 items relate to three inter-related concepts: a customer orientation, a competitor orientation, and inter-functional coordination.
According to the five core stakeholders we chose, companies invest the most in customer orientation, which is higher than the other four stakeholders' orientation.
Parallel to customer orientation, it emerges by the literature a significant relationship between competitor orientation and innovativeness (Hurley and Hult 1998; Augusto and Coelho 2009; Paladino 2007).
The second attribute, customer orientation, focuses on customer linkages and includes financial and customer measures.
As a result, customer orientation and satisfaction are primary process objectives.
