| Summary: | 碩士 === 國立高雄第一科技大學 === 行銷與流通管理研究所 === 99 === To achieve lasting superior market performance, organizations must creat sustainable competitive advantage. And the purpose of creating superior customer value and maintaining sustainable competitive advantage, companies must be armed with two kinds of organizational culture: customer orientation and service orientation. The two constructs have received much attention in the marketing literature. However, relatively few research has simultaneously discussed both customer orientation and service orientation, and little effort has been made to distinguish the differences of the two constructs. Furthermore, most extant research focuses merely on either organizational level or individual level of each orientation, with no attempt to explore the relationship between the two levels of analysis. In order to address these research gaps, this study provides a conceptual framework to examin the impact of organizational customer-service culture (including customer orientation and service orientation) on employees’ attitude and behavior and customer satisfaction.
This study investigated 283 frontline employees in several service industries and their 283 consumers via personal interview with qustionnaries. The results of the analysis with structural equation modeling reveal that: (1) the organizational level of customer orientation values and policies is significantly related to the employee level of customer orientation attitude and behavior, and the organizational level of service orientation is also significantly associated with the employee level of service orientation. (2) The attitude and behavior of employees’ customer orientation are significantly linked to customer satisfaction with employees and with firms. Moreover, the attitude and behavior of employees’ service orientation are also significantly connected to customer satisfaction with firms, but not significantly related to customer satisfaction with employees. (3) Customer satisfaction with employees has a significant effect on customer satisfaction with firms.
The findings can render firms a deeper insight into the importance of the customer-service culture, and also indicate that frontline employees play a pivotal role in obtaining critical organizational customer outcomes, such as customer satisfaction. Finally, in addition to discussing the managerial implications of the findings and research limitations, the study also provides some suggestions for future related studies.
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