The impact of service orientation in corporate culture on business performance in manufacturing companies
Journal
Journal of Service Management
ISSN
1757-5818
ISSN-Digital
1757-5826
Type
journal article
Date Issued
2010-01-18
Author(s)
Gebauer, Heiko
;
Edvardsson, Bo
;
Bjurklo, Margareta
Abstract
This article investigates whether the increase of overall performance is created through interdependency among different service culture components. This paper also contributes to the discussion on how integrating or separating the service organization from the product organization interacts with service culture.
Structural equation modeling is used as the research methodology.
The three main findings are (1) identified interactions among different elements of service orientation in corporate culture, (2) the positive association between the service orientation of corporate culture and business performance and (3) the moderating effects of the type of organizational structure on interactions among service orientation elements in corporate culture.
Even if the overall fit measures of the research model meet the requirements, alternative explanations for the correlations may exist.
The key managerial implication involves separating the service and product organization that strengthens the creation of a service orientation in the corporate culture, but at the same time, does not affect the link between culture and performance.
The originality of the article comes from combining service orientation in corporate culture with types of organizational structure. In addition, compared to the dominant single dimension approach to service orientation in corporate culture, we use four dimensions (service orientation of management values, management behavior, employee values and employee behavior).
Structural equation modeling is used as the research methodology.
The three main findings are (1) identified interactions among different elements of service orientation in corporate culture, (2) the positive association between the service orientation of corporate culture and business performance and (3) the moderating effects of the type of organizational structure on interactions among service orientation elements in corporate culture.
Even if the overall fit measures of the research model meet the requirements, alternative explanations for the correlations may exist.
The key managerial implication involves separating the service and product organization that strengthens the creation of a service orientation in the corporate culture, but at the same time, does not affect the link between culture and performance.
The originality of the article comes from combining service orientation in corporate culture with types of organizational structure. In addition, compared to the dominant single dimension approach to service orientation in corporate culture, we use four dimensions (service orientation of management values, management behavior, employee values and employee behavior).
Language
English
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Emerald
Publisher place
Bingley UK
Volume
21
Number
2
Start page
237
End page
259
Pages
23
Subject(s)
Division(s)
Eprints ID
57634