Service Logic – the Key to Strategic Listening : Introducing the Framework of Strategic Listening for Value Creation
Svingstedt, Anette LU
and Heide, Mats
LU
(2025)
In Journal of Communication Management
29(5).
p.18-38
- Abstract
- Listening is often ignored and not understood as an organizational strategic resource. In this conceptual article, we explain why listening is downplayed by combining the two research fields Service Management and Strategic Communication. We propose that organizations embrace service logic as a perspective of managing organizations. Service logic has a stakeholder-centric approach to value creation, which provides excellent prerequisites for two-way communication and listening. Further, we introduce the Framework of Strategic Listening (FSL) to analyze, implement, develop, and evaluate listening from a strategic perspective.
The article is conceptual and based on research in strategic communication, service management, and... (More) - Listening is often ignored and not understood as an organizational strategic resource. In this conceptual article, we explain why listening is downplayed by combining the two research fields Service Management and Strategic Communication. We propose that organizations embrace service logic as a perspective of managing organizations. Service logic has a stakeholder-centric approach to value creation, which provides excellent prerequisites for two-way communication and listening. Further, we introduce the Framework of Strategic Listening (FSL) to analyze, implement, develop, and evaluate listening from a strategic perspective.
The article is conceptual and based on research in strategic communication, service management, and listening in an organizational context.
Previous research has offered valuable insights into an organization-wide approach to strategic listening despite being limited in scope. However, it has not sufficiently highlighted the significance of service logic as a management philosophy and a novel perspective on value creation, which are crucial for fostering a listening organization. This theoretical framework expands on earlier studies by offering a more holistic and comprehensive understanding of strategic listening.
Future research is needed on organizational listening in general. Important questions to be answered empirically are: Why do organizations not listen to stakeholders? How do stakeholders experience organizations’ listening? Finally, there is a need to empirically investigate FSL in different types of organizations to see the model's results in practice.
By integrating research from strategic communication and service management, this article provides new opportunities to explore the complex and holistic dynamics of organizational communication and listening. (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/3127188f-9332-4b77-aaa7-62f8dd3e2c17
- author
- Svingstedt, Anette
LU
and Heide, Mats
LU
- organization
- publishing date
- 2025-05-05
- type
- Contribution to journal
- publication status
- published
- subject
- keywords
- Strategic Communication, Communication Management, Service Marketing, Strategic Listening, Listening, Relationship Marketing
- in
- Journal of Communication Management
- volume
- 29
- issue
- 5
- pages
- 18 - 38
- publisher
- Emerald Group Publishing Limited
- external identifiers
-
- scopus:105004267166
- ISSN
- 1363-254X
- DOI
- 10.1108/JCOM-06-2024-0098
- language
- English
- LU publication?
- yes
- id
- 3127188f-9332-4b77-aaa7-62f8dd3e2c17
- date added to LUP
- 2025-03-30 10:20:15
- date last changed
- 2025-05-20 04:01:12
@article{3127188f-9332-4b77-aaa7-62f8dd3e2c17,
abstract = {{Listening is often ignored and not understood as an organizational strategic resource. In this conceptual article, we explain why listening is downplayed by combining the two research fields Service Management and Strategic Communication. We propose that organizations embrace service logic as a perspective of managing organizations. Service logic has a stakeholder-centric approach to value creation, which provides excellent prerequisites for two-way communication and listening. Further, we introduce the Framework of Strategic Listening (FSL) to analyze, implement, develop, and evaluate listening from a strategic perspective.<br/><br/>The article is conceptual and based on research in strategic communication, service management, and listening in an organizational context.<br/><br/>Previous research has offered valuable insights into an organization-wide approach to strategic listening despite being limited in scope. However, it has not sufficiently highlighted the significance of service logic as a management philosophy and a novel perspective on value creation, which are crucial for fostering a listening organization. This theoretical framework expands on earlier studies by offering a more holistic and comprehensive understanding of strategic listening.<br/><br/>Future research is needed on organizational listening in general. Important questions to be answered empirically are: Why do organizations not listen to stakeholders? How do stakeholders experience organizations’ listening? Finally, there is a need to empirically investigate FSL in different types of organizations to see the model's results in practice.<br/><br/>By integrating research from strategic communication and service management, this article provides new opportunities to explore the complex and holistic dynamics of organizational communication and listening.}},
author = {{Svingstedt, Anette and Heide, Mats}},
issn = {{1363-254X}},
keywords = {{Strategic Communication; Communication Management; Service Marketing; Strategic Listening; Listening; Relationship Marketing}},
language = {{eng}},
month = {{05}},
number = {{5}},
pages = {{18--38}},
publisher = {{Emerald Group Publishing Limited}},
series = {{Journal of Communication Management}},
title = {{Service Logic – the Key to Strategic Listening : Introducing the Framework of Strategic Listening for Value Creation}},
url = {{http://dx.doi.org/10.1108/JCOM-06-2024-0098}},
doi = {{10.1108/JCOM-06-2024-0098}},
volume = {{29}},
year = {{2025}},
}