Examining the Impact of Organizational Culture on Customer Centricity in Organizations:An Analysis

Bedarkar, Madhura; Pandita, Deepika; Agarwal, Ravi; Saini, Rupinder Kaur

doi:10.17010/pijom/2016/v9i2/87229

Cited by 7 publications

(4 citation statements)

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“…Ngai et al (2009) suggest that organizations must analyse the needs of the customers and increase knowledge about their needs, which will increase customer satisfaction and, ultimately, CP. In addition, Bedarkar et al (2016) stated that KS has an important role in providing relevant information to customer relationship management systems to improve customer satisfaction and loyalty. Therefore, KS is also associated with customer satisfaction.…”

Section: Literature Reviewmentioning

confidence: 99%

Critical factors for knowledge sharing in technology-intensive organizations: evidence from UAE service sector

Alshamsi¹,

Ajmal

2018

JKM

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Purpose The purpose of this paper is to identify the critical factors that impact knowledge sharing (KS) and their importance in technology-intensive service organizations in the United Arab Emirates (UAE). Design/methodology/approach An extensive literature review was conducted to identify the critical factors for KS in technology-intensive organizations. Then, an analytical hierarchical process (AHP) was applied to prioritize the primary criteria and sub-criteria. This study consists of nine primary criteria and 34 sub-criteria that are relevant to KS in technology-intensive organizations. Findings The results show that organizational leadership (OL) is the most important factor that impacts KS in technology-intensive organizations, which is followed by organizational culture (OC), organizational strategy (OSY), corporate performance (CP), organizational process (OP), employee engagement (EE) and organizational structure (OST). According to the results, the least impactful factor is human resource management (HRM). Research limitations/implications Because the results in this study were only obtained from service organizations, future studies can include manufacturing organizations from different countries and additional success factors. Future studies could also use structural equational modelling methodology for better understanding the relations among these critical factors for KS. Originality value This paper is one of the first in the UAE to examine the broad range of critical success factors for KS in technology-intensive organizations.

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Section: Literature Reviewmentioning

confidence: 99%

Critical factors for knowledge sharing in technology-intensive organizations: evidence from UAE service sector

Alshamsi¹,

Ajmal

2018

JKM

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“…The identified themes of improvement are consistent with the body of literature. Customer-centricity is recognized as an essential aspect of organisational effectiveness, emphasizing the need to comprehend and fulfil customer needs and expectations (Bedarkar et al, 2016). Technological excellence is crucial in today's digital era, in which organizations must leverage technology to improve operations (Luz Tortorella et al, 2021), processes (Luz Tortorella et al, 2021), and customer interactions (Gowda & Biswal, 2018) .…”

Section: Discussion Of Resultsmentioning

confidence: 99%

Identification of Competencies in Upper Management: The Transformative Power of Service Design Thinking

Khanduri,

Sharma,

Kumar

et al. 2023

Int. J. Res. Publ. Rev.

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This research study aims to identify the competencies required for upper management to succeed in today's business scenario, emphasising service design thinking's transformative power. The objectives pertaining to Identifying core competencies for the success of upper management in today's business scenario, providing vertical heads with the opportunity to learn and apply Service Design Thinking tools and techniques. Fostering a collaborative and interactive learning environment for vertical heads to share experiences and insights and enabling vertical heads to develop an action plan for applying the identified competencies to their respective organizations. The research study used a mixed-method approach; a total sample of 28 vertical heads participated in the study and data was collected using a questionnaire later the data was analysed using thematic analysis. A one-day workshop was organized where participants engaged in activities such as creating personas, empathy mapping and customer journey mapping. The findings suggest that there are two broad categories, the theme of innovation and theme of Improvement. Themes of Improvement included customer-centricity, technological excellence, employee development, process improvement, collaboration and branding, employee satisfaction, service quality and delivery, and organizational communication. Themes of Innovation encompassed innovations and product development, team building and leadership, IT infrastructure and upgrading, branding, and marketing, employee engagement and welfare, as well as business development and revenue generation.

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“…The culture of an organisation reflects its values, norms and vision (Bedarkar et al 2016). Bolton (2004) suggested that employees should be trained and encouraged to advise their customers, and take account of their well-being and long-term good, becoming a sort of trusted personal agent.…”

Section: Culturementioning

confidence: 99%

How does a data strategy enable customer value? The case of FinTechs and traditional banks under the open finance framework

2022

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The coupling of data and digital innovation opens the way for new business in the financial services sector, where customers are placed at the centre of decisions and data can help to develop customer knowledge. To carry out our research, we adopted a multi-case study approach to explore how a data strategy is developed in the retail banking industry, together with its relationship with customer value, paying particular attention to the heterogeneity between traditional banks and financial technology companies (FinTechs). Two main points emerged from the study. Firstly, there are three possible approaches to Open Finance, which are mainly defined by their different corporate cultures, organisational configurations, technological architecture and data value. Secondly, it is not enough to be a FinTech to be best placed to exploit the market, as some traditional banks share the FinTechs’ approach to Open Finance. Designing new tailored products, customising their prices and offering them over the right channels through targeted communication are all data-driven initiatives that stem from cross- or up-selling potential, core to the retail banking industry for turning a customer into a cash flow, thus enabling value to be created for customers. Our findings additionally revealed that there is a form of external information asymmetry between the customer and the bank, and that there is also an internal asymmetry between bank departments, as their visibility on information about the same customer may differ.

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Examining the Impact of Organizational Culture on Customer Centricity in Organizations:An Analysis

Cited by 7 publications

References 0 publications

Critical factors for knowledge sharing in technology-intensive organizations: evidence from UAE service sector

Critical factors for knowledge sharing in technology-intensive organizations: evidence from UAE service sector

Identification of Competencies in Upper Management: The Transformative Power of Service Design Thinking

How does a data strategy enable customer value? The case of FinTechs and traditional banks under the open finance framework

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