Titlebook: Organizational Listening and Response; Attending to Externa David Randall Brandt,William A. Donohue Book 2024 The Editor(s) (if applicable)

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Foundations of Organizational Listening,, and to provide an overview of how organizational listening is viewed from alternative disciplinary perspectives. This chapter also introduces a second case study that illustrates common challenges and obstacles to organizational listening effectiveness. A review of relevant literature in areas of

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A Conceptual Model of Listening and Responding to External Stakeholders,ing system. Three of these—orientation, scale, and sustainability—provide the . for a listening system, while the fourth focuses on a proposed four-step closed-loop listening . itself. After discussing each of the four facets in detail, we introduce a third illustrative case study in which the syste

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,Capturing and Leveraging the “Voice of the Customer”, with customers enabled that organization to align its internal perspective of quality with the customer perspective. We transition to a discussion of how and why customer centricity is a central theme in our current commercial milieu, and how it has paved the way for widespread development and impl

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A Program of Research on Organizational Listening Practices and Effectiveness,ow—and how effectively—commercial business-to-consumer (B2C) organizations listen and respond to their customers (the external stakeholders in this case). We also examined potential hierarchical and role-based influencers of perceived organizational listening practices and effectiveness. The researc

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Addressing Organizational Listening Challenges and Opportunities: Some Best Practices and Potential obstacles identified earlier in the book. We attempt to demonstrate how creating a pan-organizational steering team can strengthen the foundation of an organizational listening program, and how CX roadmapping makes it possible to connect intelligence derived from listening to customers or other ext