Transparency and performance communication: a case study of Dutch Railways

Abstract

Purpose -In an attempt to gain insight into the effects of transparent communication on critical performances, this paper aims to explore performance measures and communication of a large-scale service organization, i.e. the Dutch Railways (Nederlandse Spoorwegen, (NS)). Design/methodology/approach -Semi-structured interviews with employees of NS and external stakeholders were analyzed to study which performances are measured by NS, why they are measured, and how they are communicated to the employees and stakeholders. Findings -An ambiguous view on transparency was observed. Although transparency is advocated by most employees and stakeholders, this study revealed the complexity of performance communication of a service organization. In this case, NS used to fully disclose performances but emphasized positive performances. This transparent communication strategy seemed to backfire and yielded a counterbalanced societal response from customer organizations which resulted in a strained relationship.Research limitations/implications -The findings are based on qualitative data of a limited number of interviews. Several types of actors were interviewed but not passengers of NS themselves. Practical implications -From a communicative point of view, it might be wise to publish negative aspects as well as the positive ones to promote trust and corporate credibility. Building trust involves investing in positive experiences for customers and promotion of realistic expectations. To enhance trust, organizations must not only inform stakeholders and citizens about their performances but also invest in direct communication with their stakeholders. Originality/value -This study explores performance communication of a service organization, and the ambivalent role of transparency of (internal and external) performance communication.

Autism-friendly public bus transport: A personal experience–based perspective

“…Some participants in the present study also indicated this. These findings align with a study by Galetzka et al (2008) on transparent communication at the Dutch railroads. The study showed that transparency and clarity in communication are considered very important, but this was often not sufficiently present, leading to frustration and confusion among passengers and staff.…”

Structural analysis of the strategic orientation to environmental protection in SMEs

“…Another aspect to consider endorsing the importance of disclosure is the acquisition of legitimacy on the part of the firm (Hooghiemstra, 2000; Deegan, 2002; Capriotti and Moreno, 2007), and good communications help in this sense. The literature indicates that the purposes of seeking legitimacy often constitute a strong motivation for internal and external communication about positive developments to the agents of interest, since those groups have the right to know (Deegan, 2002; Galetzka et al, 2008; Mobus, 2012; Orlitzky and Swanson, 2012). In this sense, the acquisition of legitimate behaviour by the firm with respect to society involves the development of constant change, and therefore the firm is responsible for its actions within the context in which it operates (Deegan, 2000; Mobus, 2012).…”

Measuring Commuters’ Perception on Service Quality Using SERVQUAL in Public Transportation

“…Internal factors such as strategic issues (Lee, Lee, & Lee,2006), top management commitment, service quality standards b ), monitoring systems (Deegan, 2002;Gray, 2002;Alexandre & Short, Dec 1995/Jan 1996, customer complaints handling system (Kotler & Kavin, 2008) and external factors such as alternative services (e.g. private services[1], auto-rickshaws[2], own vehicles) (Evans & Shaw, 2001;Michel, 1999), frequency of traveling and timings (Flem & Schiermeyer, 1997;Galetzka, Gelders, Verckens, & Seydel, 2008) convenience and comfort (Regis, 1996), climate, ego, social status, professions (Sanchez, 1999). The possibility of demographic character based customer ratings of service performance can also be measured.…”