Impact of operations management strategies on customer satisfaction and behavioral intentions at café-restaurants

Abstract

Purpose

The purpose of this paper is to examine the relationships of capacity/layout (CL), design (D), location, (L), hygiene (H), human resource management (HRM), food quality (FQ) and ambiance (A) in operations management strategies (OMS) and the direct and indirect effects of OMS on customer satisfaction (CS) and customer behavioral intentions (CBIs) that might affect income and, therefore, be influential regarding café-restaurants in Sulaimania in Iraq.

Design/methodology/approach

Data are collected through a survey questionnaire using a simple random sampling methodology from 254 customers of 46 casual café-restaurants. Methodology includes demographic analysis, factor analysis, structural equation modeling and mediation analysis.

Findings

Concerning relationships between structural and infrastructural elements of OMS, only CL and H influence HRM, D and H affect A, and H influences FQ. Regarding relationships between OMS and CS and CBIs, only L, HRM, FQ and A affect CS. Concerning the relationship between CS and CBIs, CS influences CBIs. Finally, given indirect effects of OMS on CS and CBIs, HRM mediates relationships between CL-CS and H-CS; FQ and A mediate relationships between H-CS; and CS mediates relationships between L-CBIs, FQ-CBIs and HRM-CBIs.

Research limitations/implications

The study that treats seven variables in OMS is limited to Sulaimania in Iraq. Thus, the findings cannot be generalized. The study might guide future studies about the way OMS elements forge CS and CBIs in café-restaurants where owners/managers develop credible strategic plans.

Originality/value

The study provides a unique insight into the hospitality industry in Iraq where studies among elements of OMS are few and far between.

Citation

Torlak, N.G., Demir, A. and Budur, T. (2019), "Impact of operations management strategies on customer satisfaction and behavioral intentions at café-restaurants", International Journal of Productivity and Performance Management, Vol. 69 No. 9, pp. 1903-1924. https://doi.org/10.1108/IJPPM-01-2019-0001