Scholarlink

<p>This study investigates the influence of customer perspective measures—satisfaction, loyalty, and perceived value—on organisational performance within Ghana’s oil and gas and telecommunications sectors. Grounded in the frameworks of the Balanced Scorecard and Market Orientation Theory, this study uses an explanatory sequential mixed-methods design. Quantitative data from 239 industry professionals were analysed using partial least squares structural equation modelling (PLS-SEM), followed by qualitative interviews with ten managers to contextualise the findings. The statistical results demonstrate that customer perspective measures significantly drive both Return on Assets (ROA) and Market Share. Contrary to theoretical expectations, management support does not significantly moderate these relationships. Qualitative insights ascribe this insignificant moderation to ‘frontline autonomy’ and ‘managerial distance,’ suggesting that customer-driven strategies sometimes operate without the influence of top-down directives. The study concludes that in these emerging market sectors, financial performance relies more on decentralised operational execution than on direct managerial intervention, challenging the conventional view of leadership as an active moderator of the customer–performance link.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Customer-perspective measures and organizational performance: the moderating role of management support in Ghana’s oil and gas and telecommunications sectors

  • 期刊论文

  • 发表日期：

    2026年3月5日

查看全文
  • Suleman Mohammed Yakubu,
  • Kingsley Tornyeva

摘要

This study investigates the influence of customer perspective measures—satisfaction, loyalty, and perceived value—on organisational performance within Ghana’s oil and gas and telecommunications sectors. Grounded in the frameworks of the Balanced Scorecard and Market Orientation Theory, this study uses an explanatory sequential mixed-methods design. Quantitative data from 239 industry professionals were analysed using partial least squares structural equation modelling (PLS-SEM), followed by qualitative interviews with ten managers to contextualise the findings. The statistical results demonstrate that customer perspective measures significantly drive both Return on Assets (ROA) and Market Share. Contrary to theoretical expectations, management support does not significantly moderate these relationships. Qualitative insights ascribe this insignificant moderation to ‘frontline autonomy’ and ‘managerial distance,’ suggesting that customer-driven strategies sometimes operate without the influence of top-down directives. The study concludes that in these emerging market sectors, financial performance relies more on decentralised operational execution than on direct managerial intervention, challenging the conventional view of leadership as an active moderator of the customer–performance link.