From Assumptions to Evidence

How Customer-Dominant Logic Shapes Digital Success

Datos Bibliográficos

ID22006554
AutoresChang He (0000-0003-2564-3136, Shandong Jianzhu University), TAO MENG (0000-0001-7696-973X, Dongbei University of Finance and Economics, autor de correspondencia), Faizan Alam (0000-0003-3703-5170, Dalian University, autor de correspondencia)
Año2026
Volumen16
Número2
Fecha de publicación2026-04-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaSAGE Open (JOURNAL)
Identificadores de la revistaISSN: 2158-2440 • E-ISSN: 2158-2440
EditorialSAGE Publications (PUBLISHER • US)
DOI10.1177/21582440261451558
OpenAlexW7163074466
IdiomaEN
Referencias citadas85

Customer-dominant logic (CDL) has been proposed as a novel approach for creating value to address the disruptions from the volatile marketing and technological environment. This study is grounded in the demand-side view and resource-based view and adopts a mixed-methods approach that involves the in-depth interview of 45 individuals, such as managers, staff members, and customers, to conceptualize CDL and the survey of Chinese enterprise managers to validate the measurement scale. Findings indicate that CDL encompasses five dimensions: demand opportunity perception, customer empowerment, digital empowerment, win–win cooperation, and experiential value. This study expands the dominant logic literature by conceptualizing CDL and developing a valid scale. In terms of practice, this study can provide firms with guidelines on how to adapt to the market, meet the personalized needs of their customers, and gain a competitive advantage in the digital age by adopting customer-centric strategies and digital technology and creating collaborative ecosystems

Competitive advantage · Customer engagement · Customer Experience · Customer needs · Digital transformation · Experiential learning · Grounded theory · Service-dominant logic · Consumer Retail Behavior Studies · Customer Service Quality and Loyalty · Service and Product Innovation