Innovation leads to results
The impact of digitalisation, organisational innovativeness and salespeople’s innovative behaviour on customer relationships
Bibliographic Data
| ID | 21755214 |
|---|---|
| Authors | Balázs Lajos Pelsőci (Corvinus University of Budapest), Mirkó Gáti (0000-0001-5879-6353, Corvinus University of Budapest), Ariel Mitev (Corvinus University of Budapest) |
| Year | 2026 |
| Pages | 1 |
| Publication date | 2026-07-03 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Society and Economy (JOURNAL) |
| Journal identifiers | ISSN: 1588-970X • E-ISSN: 1588-9726 |
| Publisher | Corvinus University of Budapest (PUBLISHER • HU) |
| DOI | 10.14267/1588970x.2026.021 |
| OpenAlex | W7167213932 |
| Language | EN |
| References cited | 75 |
This study examines how perceived organisational innovativeness and perceived organisational digitalisation influence innovative salesperson behaviour and customer relationship performance. Building on boundaryspanning theory, relationship marketing, and task–technology fit, it tests an integrated model in which organisational innovativeness shapes both the perceived digital environment and frontline innovative behaviour, which in turn affect relationship outcomes. Drawing on survey data from 233 Hungarian sales professionals, the analysis shows that perceived organisational innovativeness has significant positive effects on innovative salesperson behaviour, perceived organisational digitalisation, and customer relationship performance. Perceived organisational digitalisation also positively influences innovative salesperson behaviour, but its direct effect on customer relationship performance is not significant. Innovative salesperson behaviour has a significant positive effect on customer relationship performance and partially mediates the effect of perceived organisational innovativeness, whereas indirect paths involving perceived organisational digitalisation are not significant. The findings suggest that digitalisation alone does not automatically improve relationship outcomes; rather, its value depends on an innovation-supportive organisational context and on salespeople’s ability to translate organisational and technological resources into innovative customer-facing behaviour. The study contributes by integrating organisational, technological, and behavioural mechanisms into the explanation of relationship performance and offers managerial implications for firms seeking to strengthen customer relationships through digitalisation
Customer Relationship Management · Positive relationship · Structural equation modeling · Survey data collection · Customer Service Quality and Loyalty · Digital Marketing and Social Media · Technology Adoption and User Behaviour
Understanding digital transformation
An analysis of variance test for normality (complete samples)
T-Tests, Non-Parametric Tests, and Large Studies—a Paradox of Statistical Practice?
Task-Technology Fit and Individual Performance
A Resource-Based Perspective on Information Technology Capability and Firm Performance
The productivity paradox of information technology
Cutoff criteria for fit indexes in covariance structure analysis
The Commitment-Trust Theory of Relationship Marketing
Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology
How organizations leverage digital technology to develop customization and enhance customer relationship performance
The adoption of industry 4.0 and digitalisation of Hungarian SMEs
The integration of social media into corporate processes
Enabling AI capabilities in government agencies
Coefficient alpha and the internal structure of tests
The Performance of RMSEA in Models With Small Degrees of Freedom
| Highly cited | No |
|---|