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

Daniel Ray, William Sabadie () and David Gotteland
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Daniel Ray: ESC Grenoble - Ecole Supérieure de Commerce de Grenoble - EESC-GEM Grenoble Ecole de Management
William Sabadie: MAGELLAN - Laboratoire 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 - EESC-GEM Grenoble Ecole de Management

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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.

Keywords: customer orientation; complaint; orientation client; réclamation; orientation réclamation (search for similar items in EconPapers)
Date: 2015-05-13
New Economics Papers: this item is included in nep-mkt and nep-upt
Note: View the original document on HAL open archive server: https://univ-lyon3.hal.science/hal-01222209v1
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Published in Congrès de l'Association Française du Marketing, May 2015, Marrakech, Morocco

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01222209

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