Customer learning orientation in public sector organizations

Elena Kiryanova Bernard, Talaibek D Osmonbekov, Daryl McKee

Research output: Contribution to journalArticle

3 Scopus citations

Abstract

Organizational learning and customer orientation have been a focus of research for a number of years in both marketing and management literature. Customer learning orientation is conceptualized as three important components: management customer orientation, customer feedback, and employee learning orientation. By drawing from both marketing and organizational research theories, the authors propose a model of customer learning orientation in a public sector organizational setting. Customer learning orientation is hypothesized to have a significant effect on employee attitudes of role ambiguity and self-efficacy, which in turn affects job outcomes of job satisfaction and organizational citizenship behaviors. Using a sample of 438 employees of a public sector organization, the authors test the model through a structural equation modeling technique. The results provide general support for the model. Implications for managers of public sector organizations and future research are discussed.

Original languageEnglish (US)
Pages (from-to)158-180
Number of pages23
JournalJournal of Nonprofit and Public Sector Marketing
Volume23
Issue number2
DOIs
StatePublished - Apr 2011

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Keywords

  • Customer learning orientation
  • OCBs
  • Public sector organizations
  • Role ambiguity
  • Self-efficacy

ASJC Scopus subject areas

  • Marketing

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