Revealing the Effect of Customer-Perspective Measures on Organizational Performance Indicators and the Moderating Role of Management Support: A Comprehensive Review of Ghana’s Oil and Gas, and Telecommunication Sectors

This study explores the influence of customer-focused initiatives on organizational performance measures with particular emphasis on management support as a moderating factor in the telecommunications and oil and gas sectors in Ghana. Grounded in Market Orientation Theory and adopting the Balanced Scorecard (BSC) framework, this research investigates the degree to which performance measures such as market share and return on assets (ROA) are affected by customer satisfaction, loyalty, and perceived value. The study uses explanatory sequential sampling incorporating qualitative interviews and quantitative questionnaires, which are provided to a sample of 240 employees of major public and private organizations. Findings, interpreted using Partial Least Squares Structural Equation Modeling (PLS-SEM), support that the measures identified by the customer perspective have a statistically significant and positive effect on return on assets (ROA) and market share. Yet, managerial support has no significant effect on the relationships, suggesting that while managerial support is necessary, it doesn’t play a direct role in the success of customer-focused strategies. The findings suggest that performance measures related to customers can be more greatly influenced by operating programs and market conditions external to the organization. This research improves the understanding of specific areas in line with the management of performance and shows the limited impact of managerial decisions in customer-service oriented environments, and therefore contributes to the academic literature base. It shows that organizations need to alleviate customer satisfaction and service excellence by embracing more integrated management practices that support adapting to changing consumption patterns. In pursuit of a more enduring framework, this research recommends the support of market-driven innovation policies and calls for further exploration of the situational factors affecting managerial performance