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dc.contributor.authorHalliday, Sue
dc.date.accessioned2011-10-27T12:01:13Z
dc.date.available2011-10-27T12:01:13Z
dc.date.issued2002
dc.identifier.citationHalliday , S 2002 , ' Barriers to customer-orientation : A case applied and explained ' , European Journal of Marketing , vol. 36 , no. 1-2 , pp. 136-158 . https://doi.org/10.1108/03090560210412737
dc.identifier.issn0309-0566
dc.identifier.otherPURE: 432339
dc.identifier.otherPURE UUID: 22deaf7c-a04a-423d-a05f-796c4449a44f
dc.identifier.urihttp://hdl.handle.net/2299/6826
dc.descriptionOriginal article can be found at: http://www.emeraldinsight.com/ Copyright Emerald [Full text of this article is not available in the UHRA]
dc.description.abstractThis paper illustrates that a crucial dimension to any strategy to deliver customer-orientation is that of the organisation's cultural dynamics. If these are ignored, implementation may well fail. Within the marketing discipline this issue is, however, usually only touched upon. Reports on a grounded study of the implementation of a customer-oriented policy at the customer interface. Nineteen pregnant women and 32 midwives were observed and questioned during a longitudinal study of perceptions of service quality in maternity care. A dynamic, explanatory model of organisational cultural issues is here used to analyse part of this empirical study. These findings indicate that organisational cultural issues form a barrier to creating a customer-oriented capability within midwifery. For, whilst the customer or pregnant woman is looking for time spent on personal reassurance, by being informed and guided, midwives are finding meaning and value from myths symbolising a golden past in the face of an unwelcome present and uncertain future.en
dc.format.extent23
dc.language.isoeng
dc.relation.ispartofEuropean Journal of Marketing
dc.subjecthealth care
dc.subjectservices marketing
dc.subjectcustomer orientation
dc.subjectorganizational culture
dc.subjectvalue
dc.titleBarriers to customer-orientation : A case applied and explaineden
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionDepartment of Marketing and Enterprise
dc.description.statusPeer reviewed
dcterms.dateAccepted2002
rioxxterms.versionofrecordhttps://doi.org/10.1108/03090560210412737
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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