Listening practices and performance in service organisations

Abstract

Considers the concept of the “listening” organisation and its influence on service and business performance. Specifically reports on empirical research which investigated the link between service quality information practices, the listening organisation and service and business performance. In this respect, builds on an earlier model of service management developed by the London Business School and Warwick Business School in the UK. This extended model employs two composite performance indexes as moderator variables. Surveyed 438 service organisations in the Republic of Ireland; the loglinear model used to analyse the data shows a clear pattern. By taking listening practices, including information technology, as a holistic view of a constellation of information‐related practice type factors, demonstrates that there is a close relationship with service performance, which in turn influences business performance. Furthermore, technology type and competitive intensity, moderate this relationship. Establishes that the relationship between listening practices and service performance is much more important for the sophisticated task technology sector and that competitive intensity has a very minor interactive effect on the relationship. The results of the survey mirror recent empirical research in market orientation and organisational learning.

Citation

Glynn, W.J., de Búrca, S., Brannick, T., Fynes, B. and Ennis, S. (2003), "Listening practices and performance in service organisations", International Journal of Service Industry Management, Vol. 14 No. 3, pp. 310-330. https://doi.org/10.1108/09564230310478846