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Why Customer Orientation Does not Necessarily Stimulate Complaint Management Efficiency: The Neglected Role of Orientation Towards Complaints
[Pourquoi l’orientation client ne stimule pas nécessairement une gestion des réclamations efficace : le rôle négligé de l’orientation envers les réclamations]

Author

Listed:
  • Daniel Ray

    (ESC Grenoble - Ecole Supérieure de Commerce de Grenoble - GEM - Grenoble Ecole de Management)

  • William Sabadie

    () (Centre de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • David Gotteland

    (ESC Grenoble - Ecole Supérieure de Commerce de Grenoble - GEM - Grenoble Ecole de Management)

Abstract

This communication addresses how customer orientation can prevent defensive organizational behaviors towards complaints. We argue that prospect theory offers a relevant theoretical framework to address that question. When managers and employees view complaints nega-tively, they are likely to exhibit defensive behaviors towards complaints, which results in an ineffective complaint management. A study conducted with 137 complaint managers show that investments into complaint management do not yield returns if customer orientation does not result in a firm's orientation toward complaints. Senior management as a critical to play in implementing a complaint orientation of corporate culture.

Suggested Citation

  • Daniel Ray & William Sabadie & David Gotteland, 2015. "Why Customer Orientation Does not Necessarily Stimulate Complaint Management Efficiency: The Neglected Role of Orientation Towards Complaints [Pourquoi l’orientation client ne stimule pas nécessair," Post-Print hal-01222209, HAL.
  • Handle: RePEc:hal:journl:hal-01222209
    Note: View the original document on HAL open archive server: https://hal-univ-lyon3.archives-ouvertes.fr/hal-01222209
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    Keywords

    customer orientation; complaint; orientation client; réclamation; orientation réclamation;
    All these keywords.

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