Listening Environment and the Bottom Line: How a Positive Environment Can Improve Financial Outcomes

Johnston, Michelle Kirtley; Reed, Kendra

doi:10.1080/10904018.2014.965391

Cited by 15 publications

(6 citation statements)

References 20 publications

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“…Both Jaworski and Kohli (1993) and Slater and Narver (1995) demonstrate that market and consumer orientation is key to an organization's ability to sense and respond to consumers on a variety of fronts, including capturing and utilizing VoC-driven intelligence. Johnston and Reed (2017) have shown how an organizational listening environment can contribute to positive financial outcomes. Morgan et al (2009) show that market and consumer orientation largely are manifested in the gathering, dissemination, and response to such VoC-driven intelligence.…”

mentioning

confidence: 99%

“…3-4). Fortunately, Macnamara's work, along with that of a handful of other scholars (e.g.,Johnston & Reed, 2017;Kluger & Zaidel, 2013;Maben & Gearhart, 2018;Purdy & Manning, 2015) has produced a burgeoning and steadily growing literature on organizational listening research.The present research project aimed at contributing to this corpus of research by exploring how (and how effectively) companies capture and leverage the Voice of the Consumer. Results…”

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confidence: 99%

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The Current State of Corporate Voice of the Consumer Programs: A Study of Organizational Listening Practices and Effectiveness

Brandt

2018

International Journal of Listening

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confidence: 99%

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confidence: 99%

The Current State of Corporate Voice of the Consumer Programs: A Study of Organizational Listening Practices and Effectiveness

Brandt

2018

International Journal of Listening

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“…Some other research focuses on team-and organization-level listening (Johnston, Reed, & Lawrence, 2011;Johnston & Reed, 2017). While this research does not examine listening competencies of leaders, it suggests that leaders are responsible for developing positive listening environments.…”

Section: Competencies Associated With Listeningmentioning

confidence: 94%

Leadership Communication on Internal Digital Platforms, Emotional Capital, and Corporate Performance: The Case for Leader-Centric Listening

Cardon

Huang

Power

2019

International Journal of Business Communication

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This research examined the role of leadership communication on internal digital platforms and the nature of digital listening by leaders. A survey of managers showed that in higher emotional capital (employees' aggregate feelings of goodwill toward a company and the way it operates) and higher performing organizations, leaders are much more active communicators on internal digital platforms. A critical incident study explored the nature of digital listening by leaders, showing that effective digital listening by leaders tends to be leader-centric but focused on the collective voice of employees. Future research about leader listening should explore the notion of collective voice.

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“…There is also some evidence for indirect effects of listening on organizational performance. Specifically, plants with workers who reported being listened to well experienced more positive changes in net income than those that did not (Johnston & Reed, 2017).…”

Section: Holistic Examinations Of Listeningmentioning

confidence: 99%

Listen to this: Why consumer behavior researchers should care about listening

Itzchakov,

Wheeler

2023

Consumer Psychology Review

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Consumers' decisions are intricately interwoven with their conversations. Whether it is an animated discussion with a trusted friend extolling the virtues of a newly acquired car (i.e., Word‐of‐Mouth), an engaging dialogue with a salesperson, or a clarifying call to a help center seeking guidance on a just‐purchased smartwatch, every exchange hinges on a pivotal factor: the quality of listening. Listening quality shapes perceptions, affects social influence, drives behavioral intentions, and, ultimately, determines purchase and post‐purchase outcomes. Yet, despite its importance to these consumer behavior outcomes, listening has received scant attention in consumer psychology. In this paper, we review the effects of listening on consumer behavior‐relevant outcomes and unpack the components of quality listening to reveal their independent mechanisms. We also point to new frontiers in listening research beyond the in‐person, dyadic interactions that have been the primary focus of listening research to date. By doing this, we elucidate how listening and consumer behavior are connected and encourage more research on listening in consumer psychology.

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Listening Environment and the Bottom Line: How a Positive Environment Can Improve Financial Outcomes

Cited by 15 publications

References 20 publications

The Current State of Corporate Voice of the Consumer Programs: A Study of Organizational Listening Practices and Effectiveness

The Current State of Corporate Voice of the Consumer Programs: A Study of Organizational Listening Practices and Effectiveness

Leadership Communication on Internal Digital Platforms, Emotional Capital, and Corporate Performance: The Case for Leader-Centric Listening

Listen to this: Why consumer behavior researchers should care about listening

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