Business Research Methods: Customer Satisfaction and Culture Analysis

This report, focusing on business research methods, examines the significant influence of organizational culture on customer satisfaction. It synthesizes findings from multiple research papers, including studies by Kashif and Zarkada, Jordan, Werner, and Venter, and others, to analyze the impact of organizational culture on customer satisfaction. The report delves into common themes, such as the importance of frontline employee-customer interactions and the role of emotions in customer behavior, as well as different perspectives presented in the reviewed literature. It discusses the limitations of existing research, highlighting issues such as sample size restrictions and the mixing of customer perception with employee engagement. The report concludes with a discussion of future research directions, emphasizing the need for a comprehensive approach that considers customers, employees, managers, and technology, alongside the use of mixed methodologies to better understand the relationship between organizational culture and customer satisfaction. This report offers valuable insights into the complexities of customer satisfaction within the context of organizational culture, providing a robust analysis of existing research and suggesting avenues for future investigation.

Running Head: BUSINESS RESEARCH METHODS
BUSINESS RESEARCH METHODS
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Table of Contents
Summary..........................................................................................................................................2
Common themes..............................................................................................................................2
Different themes..............................................................................................................................3
Limitations of the researches...........................................................................................................4
Future research directions................................................................................................................5
Reference.........................................................................................................................................6

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Topic: Organisational culture influences customer satisfaction
Summary
Service is considered to be one of the major aspect for the business organisation in order
to establish a better relationship with the customers. Most of the business corporates are tried to
create a direct or digital interaction with the customers in order to get a clear perspective of the
customer behaviours and their satisfaction level while purchasing the product and the services.
From the research of Kashif and Zarkada (2015) it can be found that the social system
perspective is relevant in the context of creating better business relationship between the
frontline employees and the clients or customers. The research pointed out that importance of
emotions of both the customers and the frontline employees that lead to the customer
misbehaviour. Moreover, the research of Jordan, Werner and Venter (2015) advocated about the
positive culture of the organisation that helps the employees to bring proficiency into the
organisational system. From that point of view, it can be argued that the communication with the
employees is depended on the good practice of the organisation and the organisational culture is
the mainstay to enhance the performance and ability of the employees.
In response to this, this literature review aims to conduct an in-depth analysis on the
practice of the organisational culture and tries to find out a correlation between the organisational
culture and the customer satisfaction.
Common themes
All those literatures used in this literature review are tried to create a brief but in-depth
analysis on the influence of organisational culture on the customer satisfaction. It is important to

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understand that the communication with the customers is considered to be the most important
aspect that leaves an impact on the customer services predominantly. In respect to this, the
frontline employees or the people who are entitled to make interaction with the customers are
played a pivotal part to facilitate a better and positive communication practice within the
organisation. It is also coupled with the strategic advantage that the organisation can get in the
intensely competitive market. All those four articles tries to identify the influence of
organisational culture on the customer satisfaction practices. As the employees are the intricate
part of a business organisation therefore they have to perform on the basis of the organisational
objectives and goals. This organisational goals generate a workplace culture that the entire
workforce is bound to follow. Incorporating the customer satisfaction as a core element of
organisational performance is identified as one of the important aspect on which the
organisations are focused and the employees will foster an effective environment that helps the
organisation to set the mode of environment on which the organisation can perform.
Different themes
Despite of practising the same topic in terms of impact of organisational culture on the
customer satisfaction, it can be argued that each of the articles discussed the impact from
different point of view. For instance, the research of Pantouvakis and Bouranta (2017) dynamic
business environments, the technological advancement and the shifting nature of the customer
needs paves the way for the organisations to implement changes in their working culture that is
direct resembled with the fulfilling the customer needs. On the other hand, Rahimi (2017)
discussed the relationship between the organisational culture and the employee satisfaction by
emphasizing on the nature of organisational culture on the practice of establishing better

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customer relationship management. The research advocated that the CRM technique relies on the
people, business process and technology. Therefore, it requires an integration between all those
elements. Besides this, in the research of Paschal and Nizam (2016) the organisational culture
and its impact on the employee job performance led to the formulation of an effective customer
relationship framework. In fact, the research envisaged a correlation between the organisational
performance and the customer relationship factors that can be brought together by shaping the
organisational culture effectively. Moreover, Kashif and Zarkada (2015) intended to find out the
factors of customer dissatisfaction and found out that the emotional underpinnings created a huge
impact on both the customers and employees so that service system of the organisation was also
get affective positively or negatively.
Limitations of the researches
There are some limitations that the researches are suffered with in course of doing a
thorough investigation. For example, the article of Kashif and Zarkada (2015) only put emphasis
on the practice of two core elements such as the customers and the employees. However,
Paschal, A.O. and Nizam (2016) opined that technology is also an important aspect to develop
the organisational proficiency in order to bring efficacy into the customer satisfaction. On the
other hand, the research of Rahimi (2017) only conducted a quantitative study on the employees.
The opinion of the managers are also important in order to get a clear picture on the employee’s
job performance effectively. In fact, the same problem can be found in case of the research on
CRM and the organisational culture. The qualitative aspects is missing in the research that would
generate in-depth analysis between the CRM techniques and the organisational culture.
Moreover, the sample size was restricted into the managers only therefore, the views of the

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employees who are considered to be the most important aspect of the organisation was missing
in the research. Accompanied with this, one of the major blunder for the research of Pantouvakis
and Bouranta (2017) was to mix up notion of customer perception and the employee engagement
practice. As a result of that there were some fundamental issues that the organisation was faced
while retrieving and analysing the research facts.
Future research directions
Based on this understanding, it can be argued that the relationship between customer
satisfaction and organisational culture is a complex field to analyse. There are four key pillars
that has to be identified in coursing of doing a research on this topic in terms of the customers,
employees, managers and the technological utilisation. From the perspective of Lee, Patterson
and Ngo (2017) it is confirmed that the presence of the employees and managers are resembled
with the organisational culture whereas the technological utilisation and customer views are
relevant in the context of effective customer satisfaction practice. All those elements have to be
incorporated into the discussion so that the research will find out the link between organisational
culture and customer satisfaction (Navimipour and Soltani 2016). Moreover, the choosing the
right methodology is also important. Therefore, a mix method is required where both the
qualitative and quantitative measures will be taken. Based on this understanding, it can be stated
that the research requires further introspection into the relationship between the organisation and
the customer satisfaction on the basis of considering and evaluating the four pillars of identifying
the connection between the customer satisfaction and the organisational culture.

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Reference
Jordan, P.J., Werner, A. and Venter, D., 2015. Achieving excellence in private intensive care
units: The effect of transformational leadership and organisational culture on organisational
change outcomes. SA Journal of Human Resource Management, 13(1), p.10.
Kashif, M. and Zarkada, A., 2015. Value co-destruction between customers and frontline
employees: A social system perspective. International Journal of Bank Marketing, 33(6),
pp.672-691.
Lee, J., Patterson, P.G. and Ngo, L.V., 2017. In pursuit of service productivity and customer
satisfaction: the role of resources. European Journal of Marketing, 51(11/12), pp.1836-1855.
Navimipour, N.J. and Soltani, Z., 2016. The impact of cost, technology acceptance and
employees' satisfaction on the effectiveness of the electronic customer relationship management
systems. Computers in Human Behavior, 55, pp.1052-1066.
Pantouvakis, A. and Bouranta, N., 2017. Agility, organisational learning culture and relationship
quality in the port sector. Total Quality Management & Business Excellence, 28(3-4), pp.366-
378.
Paschal, A.O. and Nizam, I., 2016. Effects of Organisational Culture on Employees
Performance: Case of Singapore Telecommunication. International Journal of Accounting &
Business Management, 4(1), pp.19-26.

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Rahimi, R., 2017. Customer relationship management (people, process and technology) and
organisational culture in hotels: Which traits matter?. International Journal of Contemporary
Hospitality Management, 29(5), pp.1380-1402.
Shiu, Y.M. and Yu, T.W., 2010. Internal marketing, organisational culture, job satisfaction, and
organisational performance in non-life insurance. The Service Industries Journal, 30(6), pp.793-
809.