Process-oriented improvement: a modern look at drawing the organizational progress roadmap

Sadrabadi, Alireza Naser; Zanjirchi, Seyed Mahmood; Jalilian, Negar

doi:10.1108/ijppm-08-2019-0385

Cited by 1 publication

(2 citation statements)

References 67 publications

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“…In this context, whether to maintain the market share – in the case of traditional banks–or to gain new customers – in the case of digital banks – the quality of the services offered is regarded as a critical factor for business success and continuity (Ferreira et al. , 2015; SadrAbadi et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…In this context, whether to maintain the market sharein the case of traditional banks-or to gain new customersin the case of digital banksthe quality of the services offered is regarded as a critical factor for business success and continuity (Ferreira et al, 2015;SadrAbadi et al, 2021). As a consequence, regardless of their business models, banks are increasingly investing in technology and quality service improvements to satisfy and retain customers (Aslam et al, 2022;Ponsignon et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Complaint management: comparison between traditional and digital banks and the benefits of using management systems for improvement

Pio

Sigahi

Rampasso

et al. 2023

IJPPM

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PurposeThis paper compares traditional and digital banks in nine categories of complaints and provides insights to improve complaint management performance.Design/methodology/approachA sample of the major Brazilian banks was defined, with four traditional and four digital banks. The grey relational analysis (GRA) method was applied as an analytical tool to compare the most frequent complaints of traditional and digital banks. The most critical complaints identified were considered to discuss potential improvements in complaint management using quality and service management system concepts.FindingsThe GRA method enabled the development of a ranking of nine complaint categories, considering the uncertainty involved in the data and differentiating between traditional and digital banks. The most critical complaint categories, regardless of business model, were “unauthorized charges” and “poor service,” which were ranked first and second in the frequency rankings. Traditional and digital banks differed the most in the complaint category “unfair charge,” ranking third and eighth in the rankings, respectively.Practical implicationsManagers from traditional and digital banks can improve complaint management performance by applying ISO 9001 and ISO 20000 concepts such as incident, problem, change, service level, availability, capacity, information technology service continuity and financial management.Social implicationsThe study's findings can help bank managers improve service levels in the face of technological competition. Improving these organizations is an important factor for developing countries such as Brazil.Originality/valueThis paper reveals the differences between two business models regarding complaint management. It also considers a methodological approach to include the uncertainty related to customers' perception and subjectivity inherent to complaints.

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Section: Introductionmentioning

confidence: 99%