On literature review made by authors Essay

The authors asserted to have found a framework for the examination of customer-focused culture via the literature review made. It may be noted that the study included only a survey of 32 potential best organizations as identified by the reseachers and they may not necessarily represent the broader characteristics of other organizations in New Zealand and even in the world. They have indeed accepted a limitation of their study that benefits would have been gained if the study has extended to a larger international group. The limitation of the samples use is material into the validity of the survey on whether they represent the real value of customer focus culture to the organizations. In discussing the background of the study, Bartley, et al (2007) cited the the strong link between an organization’s culture and its performance which they claimed to have been widely recognised by practitioners where they cited the work of Basch (2002) and academics where they cited the work of Kotter and Heskett (1992). If organizations desire to have enduring relationship and loyal customers, they must be equipped with an effective customer-focused culture which will make it easier for these companies to have successful product and service delivery. To support their statements they cited the works of Macaukay Clark (1998) and Martin (1992). For the authors customer-focused culture was almost as good as survival in the long-term. These findings from literature review prompted the authors and the the 18 organization-members of the NZBC to asks for the componets and charateristics of a good customer-focused culture. For which reason, NZBC was formed by the Massey University’s Centre for Organizational Excellence Research (COER) in partnership witht the New Zealand Business Excellence Foundation to achieve the ambitious vision of becoming world-class performers of its members and to adopt excellent business practices within New Zealand. To measure the improvements by club members, they have agreed on a criteria for excellent performance on annual basis. See Figure 1 of their report and is made part of Appendix 1 of this paper. It appears that their agreement on criteria of performance excellence was just not a result of a tests or even a previous study. By merely agreeing and not conducting any test which are the factors there is basis the criteria may be just based on opinions. The results of their literature review resulted to their having identified six characteristics of organizations having performance of good to best practices. Bartley, B. et al. (2007) made use of same six characteristics as an analytical framework. They found the importance of leadership and used the works of Brooks, 1997; Whitely, 1991, Galreath and Rogers, 1999 which found that customers drive organizational direction and actions, to support the characteristic. They also included listening as characteristic where the views of customers are actively sought to have ease of contact/conduct of business where they cited the works of Scheuing (1999) and Plymie (1991). Bartley, B. et al (2007) also included analysis and understanding using the works of Brooks (1997) and Wikstrom (1996) which found that need to understand customer expectations. Further included is integration and deployment where the authors cited the work of Martin (1992) which could the need to act upon customers’ expectations. Still include is is people after citing the work of Kennedy, et al, (2002) which determined that customer-focused culture is understood and integrated in the whole the organization. They also included the need to review and improve where they cite the work of Alam and Perry (2002). The fact their literature review is supported by published works of other researchers on the basis of being mainly taken from academic journals and other published works, will lends some degree of validity of the summary of characteristics made as part of their analytical framework.