A tension-based maturity model for customer education in knowledge-intensive business service firms

Although B2B marketing scholars have long emphasized the importance of customer education (CEd), there is still limited understanding of how knowledge-intensive business service (KIBS) firms can effectively develop advanced CEd programs. We propose that studying the tensions that arise in CEd can provide an insightful angle to understand this issue. In a longitudinal multiple case study, we uncover ten intra-organizational tensions, seven inter-organizational tensions in CEd, and the successful responses to these tensions, aligned to the tenets of either paradox theory or dialectical theory. Our findings indicate the instances that require the confrontational approach suggested by dialectical theory, while also highlighting the inherently paradoxical tensions in CEd that necessitate thoughtful management. Based on these tensions, we developed a tension-based CEd maturity model explaining the differences in sophistication and effectiveness between CEd programs. This model provides insights into the challenges of building mature CEd programs and can constitute a useful tool for the categorization of KIBS firms based on their CEd proficiency. We offer fine-grained recommendations to the managers of KIBS firms found at each stage in the maturity model. • We identified 10 intra-organizational and 7 intra-organizational tensions in customer education. • We revealed how the reactions to these tensions follow the tenets of paradox theory or dialectical theory. • We develop a tension-based customer education maturity model. • This model can be used for the evaluation of a customer education program. • Practitioners can use this model as a roadmap for the development of a customer education program.