The link between organizational learning culture and customer satisfaction

Angelos Pantouvakis (Department of Maritime Studies, University of Piraeus, Piraeus, Greece)
Nancy Bouranta (Department of Business Administration of Food and Agricultural Products, University of Western Greece, Agrinio, Greece)

The Learning Organization

ISSN: 0969-6474

Publication date: 4 January 2013



The aim of this paper is to develop a theoretical framework and conduct an empirical study across different service sectors to investigate the inter‐relationships between organizational learning culture, employee job satisfaction and their impact on customer satisfaction. It also aims to examine an individual‐level variable (educational level) to see if it exerts possible moderating effects on the aforementioned relationships.


A structured questionnaire was used to collect data from employees in three companies that belong to different service sectors (port, supermarket and automobile repair service). A sample of 437 usable questionnaires from first line employees was collected. Regression analysis, including a moderated mediation analysis, was used to examine the relationships.


The results confirmed the mediating role of employee job satisfaction on the relationship between organizational learning culture and customer satisfaction. In addition, this study empirically supported the premise that the indirect effect of organizational learning culture on customer satisfaction via employee job satisfaction will be stronger when employee education is at a high level than when employee education is at a lower level.


This study highlights that when the employees are supported by their organization's culture, not only are they provided with new knowledge and skills, but they are also more likely to be satisfied by their jobs. This spurs them to offer high‐quality services that will satisfy their customers' needs.



Pantouvakis, A. and Bouranta, N. (2013), "The link between organizational learning culture and customer satisfaction", The Learning Organization, Vol. 20 No. 1, pp. 48-64.

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