Abstract
Customer satisfaction (CS) measurement has been widely advocated as central to the pursuit of market orientation, total quality management, and competitive advantage by allowing management to monitor and improve performance in the terms most significant to customers. However, relatively little analytical attention has been devoted to the processual issues implicit in the adoption of CS measurement systems by organizations. This paper presents executive workshop data and new survey evidence to support the contention that both research and managerial agenda should be extended to recognize the multi‐dimensionality of organizational process, and the implications of that characteristic for the adoption and use of CS measurement systems.
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