Can organizational learning foster customer relationships? Implications for performance

Article


Battor, M. and Battor, M. 2013. Can organizational learning foster customer relationships? Implications for performance. The Learning Organization. 20 (4/5), pp. 279-290. https://doi.org/10.1108/TLO-11-2012-0073
TypeArticle
TitleCan organizational learning foster customer relationships? Implications for performance
AuthorsBattor, M. and Battor, M.
Abstract

Purpose – The purpose of this paper is to investigate the influence of both organisational learning and customer relationship management (CRM) on a firm's performance, as well as the potential mediating role of CRM in the link between organisational learning and performance.
Design/methodology/approach – Based on the literature, the authors designed a framework that links organisational learning, CRM, and performance. Data were collected through a self-administered questionnaire. Confirmatory factor analysis is used to purify the measurement scales, and structural equation modelling was used to test the hypotheses.
Findings – The findings provide support for a positive relationship between organisational learning and CRM. The results also indicate that organisational learning has a significant indirect effect (through CRM) on performance.
Originality/value – Knowledge of the learning-CRM-performance chain is limited to a few conceptual articles. This research is one of the first empirical studies designed to examine the importance of CRM as one of the mediating mechanisms that can explain the association between learning and performance.

Research GroupStrategic Marketing, Consumer Behaviour and Branding/Identity group
PublisherEmerald
JournalThe Learning Organization
ISSN0969-6474
Publication dates
Online17 May 2013
Print17 May 2013
Publication process dates
Deposited24 Apr 2013
Accepted24 Apr 2013
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1108/TLO-11-2012-0073
LanguageEnglish
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