The link between organizational learning culture and customer satisfaction

Abstract

PurposeThe aim of this paper is to develop a theoretical framework and conduct an empirical study across different service sectors to investigate the inter‐relationships between organizational learning culture, employee job satisfaction and their impact on customer satisfaction. It also aims to examine an individual‐level variable (educational level) to see if it exerts possible moderating effects on the aforementioned relationships.Design/methodology/approachA structured questionnaire was used to collect data from employees in three companies that belong to different service sectors (port, supermarket and automobile repair service). A sample of 437 usable questionnaires from first line employees was collected. Regression analysis, including a moderated mediation analysis, was used to examine the relationships.FindingsThe results confirmed the mediating role of employee job satisfaction on the relationship between organizational learning culture and customer satisfaction. In addition, this study empirically supported the premise that the indirect effect of organizational learning culture on customer satisfaction via employee job satisfaction will be stronger when employee education is at a high level than when employee education is at a lower level.Originality/valueThis study highlights that when the employees are supported by their organization's culture, not only are they provided with new knowledge and skills, but they are also more likely to be satisfied by their jobs. This spurs them to offer high‐quality services that will satisfy their customers' needs.

Influence of Participation in Decision Making on Job Satisfaction, Group Learning, and Group Commitment: Empirical Study of Public Sector Undertakings in India

“…Learning occurs with shared understanding and group dynamics of the members in a work group in an organisation (Pantouvakis & Bouranta, 2013). Learning among group members may develop bonding between them (Limpibunterng & Johri, 2009).…”

The Effect of Service and Food Quality on Customer Satisfaction and Hence Customer Retention

“…The square root of AVE was used to examine discriminant validity. On the strength of the results demonstrated in Table 2, the square root of AVE was greater than the squared correlation coefficients for corresponding inter-constructs (Awwad, 2012;Pantouvakis & Bouranta, 2013;Ryu et al, 2012). Danesh et al (2012) defined reliability testing as a measure that ensures the stability and consistency of results over time.…”

“…Construct validity and content validity were assured as the instrument was based on instruments previously developed and validated (Pantouvakis & Bouranta, 2013). Moreover, content validity was assessed by three academic experts.…”

Support to Informal Learning at Work, Individual Performance and Impact of Training in Ampleness

“…Factors such as time, cost, quality and quantity of work are essential for determining and planning of individuals' performances in the exercise of their functions. The role of leadership is crucial (Lancaster, Milia & Cameron, 2013;Pantouvakis & Bouranta, 2013;Sibarani, Tjakraatmadja, Putro & Munir, 2015). For Coelho Jr. (2009), performance refers to the efforts of the person who intends to perform certain types of pre-planned and expected behaviors.…”

“…Support provided by social actors who have more control over content, and is of utmost importance for the application of knowledge in the workplace (Coelho Jr. & Mourã o, 2011). Thus, context exerts a decisive role in the application of learning and the leadership style is essential (Cseh, Davis & Khilji, 2013;Pantouvakis & Bouranta, 2013;Sibarani, Tjakraatmadja, Putro & Munir, 2015).…”