The purpose of this paper is to gain deeper insight into the practical judgements we are making together in ongoing organizational life when realizing a complex innovative technical project for a customer and so enrich the understanding of how customer orientation emerges in an organization. The outcome contributes to the knowledge of implementing customer orientation in an organization as according to literature (Saarijärvi, Neilimo, Närvänen, 2014 and Van Raaij and Stoelhorst, 2008) the actual implementation process of customer orientation is not that well understood. Saarijärvi, Neilimo and Närvänen (2014) noticed a shift from measuring the antecedents of customer orientation and impact on company performance, towards a better understanding how customer orientation is becoming in organizations. A different way of putting the customer at the center of attention can be found in taking our day-to-day commercial experience seriously, according to the complex responsive process approach, a theory developed by Stacey, Griffin and Shaw (2000). The complex responsive processes approach differs from a systems thinking approach, because it focuses on human behavior and interaction. This means that the only agents in a process are people and they are not thought of as constituting a system (Groot, 2007). Based on a narrative inquiry, the objective is to convey an understanding of how customer orientation is emerging in daily organizational life. Patterns of interaction between people are investigated, who work in different departments of an organization and who have to fulfill customer requirements. This implies that attention is focused towards an understanding in action, which is quite distinct from the kind of cognitive and intellectual understanding that dominates organisational thought. The reflection process resulting from this analysis is located in a broader discourse of management theory.
Immersive technologies are redefining and revolutionizing the staging of experiences and co-creation of value, implicating the management of customer experiences. However, limited studies have looked at the role of immersive technologies as part of the customer experience management (CXM) process. Incorporating the concepts of experience economy and value co-creation, this study proposes a dynamic CXM framework that highlights the emerging field of immersive technologies like augmented and virtual reality as part of business and marketing research. The framework acts as a guide for researchers and industry practitioners to initiate immersive technology ventures that are rooted in the co-creation and management of customer experiences
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