Many firms are adopting customer experience management as a route to differentiation, but experience management in practice has only begun to be explored. Using a strategic orientation lens and a theories-in-use approach, a multiple-case study reveals the presence of a “customer experience orientation” (CXO) exhibiting six values and related behavioral norms. Three of these values—journey motivation, continual experience optimization, and experience empowerment—shape experience-based organizational learning through the collection, dissemination, and actioning of experience insight. Substantially extending prior work, a further three values—journey organization, experience mandating, and experience-purpose alignment—institutionalize this learning. Contextual moderators of the impact of CXO on customer experience appraisal and hence firm performance are proposed. Ambivalent effects on performance via increased or decreased costs are also identified, which may counteract or amplify the positive effects of CXO via enhanced experience appraisal. CXO emerges as a distinct, learning-based philosophy for organizational effectiveness, albeit one that draws on ideas from service, human resource management, agile design, and marketing.

许多公司正在采用客户体验管理作为差异化的途径，但实践中的体验管理才刚刚开始探索。使用战略导向镜头和理论应用方法，多项案例研究揭示了“客户体验导向”（CXO）的存在，展示了六种价值观和相关的行为规范。其中三个价值观——旅程动机、持续体验优化和体验授权——通过经验洞察的收集、传播和行动来塑造基于体验的组织学习。实质上扩展了之前的工作，另外三个价值观——旅程组织、体验要求和体验目的一致性——将这种学习制度化。提出了 CXO 对客户体验评估以及公司绩效影响的情境调节因素。还发现成本增加或减少对绩效产生矛盾影响，这可能会抵消或放大 CXO 通过增强经验评估所产生的积极影响。 CXO 是一种独特的、基于学习的组织有效性理念，尽管它借鉴了服务、人力资源管理、敏捷设计和营销的理念。