Customer feedback mechanisms and organisational learning in service operations

B. Caemmerer, A.M. Wilson

Research output: Contribution to journalArticle

22 Citations (Scopus)

Abstract

Purpose - The purpose of this paper is to explore the antecedents and consequences of the implementation of different customer feedback mechanisms with regard to their contribution to organisational learning that leads to service improvement. Design/methodology/approach - A critical case organisation is chosen to explore the link between the implementation of customer feedback mechanisms and organisational learning from a middle management and employee perspective. Method triangulation is adopted, gathering qualitative and quantitative data. Findings - Organisational learning in relation to service improvement is influenced by the interplay between the way data are gathered through customer feedback mechanisms and implemented at a branch or business unit level. The implementation depends on attitudes of middle management towards such mechanisms. Research limitations/implications - Future studies might investigate whether the findings can be replicated in other operational settings and triangulate the data with customer perceptions of service improvement. Practical implications - Customer feedback mechanisms at an organisational and business unit level need better integration. To gather customer feedback that enables more meaningful decision-making to improve services, middle management needs to have a stronger involvement in the design and implementation of customer feedback mechanisms. Central efforts have to be placed on the support of middle management in the interpretation and use of data that is gathered through organisation-wide feedback initiatives. Originality/value - This paper contributes to extant knowledge by integrating the fields of service performance management practices, in this case the implementation of customer feedback mechanisms, and organisational learning.
LanguageEnglish
Pages288-311
Number of pages24
JournalInternational Journal of Operations and Production Management
Volume30
Issue number3
DOIs
Publication statusPublished - 2010

Fingerprint

Feedback
Service operations
Organizational learning
Feedback mechanism
Triangulation
Industry
Decision making
Personnel
Middle management
Service improvement

Keywords

  • customer service management
  • feedback
  • learning organisations
  • middle management
  • performance measures

Cite this

@article{2a02ae3ccc2d4f7497e4d1936f8c161c,
title = "Customer feedback mechanisms and organisational learning in service operations",
abstract = "Purpose - The purpose of this paper is to explore the antecedents and consequences of the implementation of different customer feedback mechanisms with regard to their contribution to organisational learning that leads to service improvement. Design/methodology/approach - A critical case organisation is chosen to explore the link between the implementation of customer feedback mechanisms and organisational learning from a middle management and employee perspective. Method triangulation is adopted, gathering qualitative and quantitative data. Findings - Organisational learning in relation to service improvement is influenced by the interplay between the way data are gathered through customer feedback mechanisms and implemented at a branch or business unit level. The implementation depends on attitudes of middle management towards such mechanisms. Research limitations/implications - Future studies might investigate whether the findings can be replicated in other operational settings and triangulate the data with customer perceptions of service improvement. Practical implications - Customer feedback mechanisms at an organisational and business unit level need better integration. To gather customer feedback that enables more meaningful decision-making to improve services, middle management needs to have a stronger involvement in the design and implementation of customer feedback mechanisms. Central efforts have to be placed on the support of middle management in the interpretation and use of data that is gathered through organisation-wide feedback initiatives. Originality/value - This paper contributes to extant knowledge by integrating the fields of service performance management practices, in this case the implementation of customer feedback mechanisms, and organisational learning.",
keywords = "customer service management, feedback, learning organisations, middle management, performance measures",
author = "B. Caemmerer and A.M. Wilson",
year = "2010",
doi = "10.1108/01443571011024638",
language = "English",
volume = "30",
pages = "288--311",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Publishing Limited",
number = "3",

}

Customer feedback mechanisms and organisational learning in service operations. / Caemmerer, B.; Wilson, A.M.

In: International Journal of Operations and Production Management, Vol. 30, No. 3, 2010, p. 288-311.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Customer feedback mechanisms and organisational learning in service operations

AU - Caemmerer, B.

AU - Wilson, A.M.

PY - 2010

Y1 - 2010

N2 - Purpose - The purpose of this paper is to explore the antecedents and consequences of the implementation of different customer feedback mechanisms with regard to their contribution to organisational learning that leads to service improvement. Design/methodology/approach - A critical case organisation is chosen to explore the link between the implementation of customer feedback mechanisms and organisational learning from a middle management and employee perspective. Method triangulation is adopted, gathering qualitative and quantitative data. Findings - Organisational learning in relation to service improvement is influenced by the interplay between the way data are gathered through customer feedback mechanisms and implemented at a branch or business unit level. The implementation depends on attitudes of middle management towards such mechanisms. Research limitations/implications - Future studies might investigate whether the findings can be replicated in other operational settings and triangulate the data with customer perceptions of service improvement. Practical implications - Customer feedback mechanisms at an organisational and business unit level need better integration. To gather customer feedback that enables more meaningful decision-making to improve services, middle management needs to have a stronger involvement in the design and implementation of customer feedback mechanisms. Central efforts have to be placed on the support of middle management in the interpretation and use of data that is gathered through organisation-wide feedback initiatives. Originality/value - This paper contributes to extant knowledge by integrating the fields of service performance management practices, in this case the implementation of customer feedback mechanisms, and organisational learning.

AB - Purpose - The purpose of this paper is to explore the antecedents and consequences of the implementation of different customer feedback mechanisms with regard to their contribution to organisational learning that leads to service improvement. Design/methodology/approach - A critical case organisation is chosen to explore the link between the implementation of customer feedback mechanisms and organisational learning from a middle management and employee perspective. Method triangulation is adopted, gathering qualitative and quantitative data. Findings - Organisational learning in relation to service improvement is influenced by the interplay between the way data are gathered through customer feedback mechanisms and implemented at a branch or business unit level. The implementation depends on attitudes of middle management towards such mechanisms. Research limitations/implications - Future studies might investigate whether the findings can be replicated in other operational settings and triangulate the data with customer perceptions of service improvement. Practical implications - Customer feedback mechanisms at an organisational and business unit level need better integration. To gather customer feedback that enables more meaningful decision-making to improve services, middle management needs to have a stronger involvement in the design and implementation of customer feedback mechanisms. Central efforts have to be placed on the support of middle management in the interpretation and use of data that is gathered through organisation-wide feedback initiatives. Originality/value - This paper contributes to extant knowledge by integrating the fields of service performance management practices, in this case the implementation of customer feedback mechanisms, and organisational learning.

KW - customer service management

KW - feedback

KW - learning organisations

KW - middle management

KW - performance measures

U2 - 10.1108/01443571011024638

DO - 10.1108/01443571011024638

M3 - Article

VL - 30

SP - 288

EP - 311

JO - International Journal of Operations and Production Management

T2 - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 3

ER -