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The main goal of the article is to present the results of the customer satisfaction evaluation study of after-sales services in the automotive sector and to compare them with the results of the organization’s process maturity assessment. The first part of the article presents the overview of the current literature and the results of the bibliometri...
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... this point it should be emphasized that the number of customers (visits) can also be determined by the location criterion and the share of the selected car brand in the region under study. Table 4 presents the results of the unit assessment using the Google Review tool. At this point, it should be emphasized that the analysis includes the ratings provided by all users and the local Google guides were listed 3 . ...Similar publications
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... It would also be worth extending the research conducted by (Deli nska, Sliż, 2019) and attempting to answer the question of whether the level of organization maturity has a positive effect on the level of external customer satisfaction in the automotive market. In addition, subsequent research could focus on the verification of enabling factors and barriers by assessing the degree of implementation of process orientation in other industries, such as agriculture, trucks, or work machinery or motorcycles. ...
The main purpose of the article is to identify the factors limiting the achievement of higher levels of maturity in the implementation of process orientation elements on the example of automotive sector organizations in Norway. The study uses a systematic review of the literature and opinion poll carried out using the CAWI technique of 48 car dealerships functioning on the Norwegian automotive market. In the surveyed group of automotive sector organizations in Norway, based on the proprietary maturity model, it was shown that most of these are organizations in which business processes are only identified and formalized. The group of factors that prevent the achievement of higher levels of maturity includes the lack of process measurement systems, the lack of employee activation in process improvement, the lack of implementation of the customer-supplier relationship mechanism in external and internal terms, and deficiencies in the management of knowledge diffusion within the organization. The presented results have been formulated for the examined group of 48 organizations and they cannot be extended to the entire population of authorized services. The theoretical model presented in the article, as well as the attached questionnaire for assessing the implementation of process orientation, enables self-assessment of the process maturity for organizations operating in the automotive sector, both at the dealership level, as well as manufacturers and importers managing the dealership network. It is also a source of knowledge regarding the functioning of the examined dealership group in the selected market, primarily from the perspective of assessing the orientation of external and internal customers and the flexibility of the organization in responding to changes generated both in the environment and its interior. The theoretical model presented in the article is an innovative approach in assessing the level of the organization's process orientation implementation on the basis of an objectified and not subjective assessment of the respondents. In addition, the assessment model presented in the article was adapter to the specifics of the studied organizations of the automotive sector, which definitely increases the credibility of the obtained results in contrast to the use of universal models.
... It would also be worth extending the research conducted by (Deli nska, Sliż, 2019) and attempting to answer the question of whether the level of organization maturity has a positive effect on the level of external customer satisfaction in the automotive market. In addition, subsequent research could focus on the verification of enabling factors and barriers by assessing the degree of implementation of process orientation in other industries, such as agriculture, trucks, or work machinery or motorcycles. ...
The purpose of this article is to assess the process maturity of logistics organizations in Poland. The article describes the management of the knowledge resource, defined as a key factor in the implementation of the process approach in the organization management. Two research questions (RQ) have been formulated based on the problem discussed. RQ1: What is the level of process maturity in the surveyed group of logistics organizations in Poland? RQ2: What determinants of knowledge diffusion in the studied units affect their level of process maturity? As a result of the literature review, the desirable characteristics of the knowledge employee in the process-oriented organization are presented. Subsequently, the results of the empirical study were presented, using a survey opinion poll carried out on a non-random attempt to organize logistics in Poland. The empirical approach was carried out using a multidimensional model of process maturity evaluation (MMPM). The study units were evaluated in two dimensions: short term and long term. In the vast majority, the examined objects were classified at the first level of process maturity. This means that the dominant management formula in the units under examination is a functional approach with single symptoms, demonstrating the implementation of process solutions.
