Employee Engagement as a Mediating Mechanism between Strategic Management Practices, Innovation Capability, and Customer Satisfaction in Contemporary Organizations
Keywords:
Strategic Management Practices, Innovation Capability, Employee Engagement, Customer Satisfaction, Organisational Behaviour, Service Quality, Contemporary OrganizationsAbstract
In contemporary organizations operating within highly competitive and dynamic environments, strategic management practices and innovation capability have become critical drivers of customer-oriented outcomes. However, the mechanisms through which these strategic and innovative efforts translate into enhanced customer satisfaction remain insufficiently explored. This study examines employee engagement as a mediating mechanism linking strategic management practices and innovation capability with customer satisfaction in contemporary organizations. Strategic management practices, including strategic planning, leadership orientation, performance management, and resource alignment, provide the structural and cultural foundation for organizational functioning. Innovation capability reflects an organization’s capacity to generate, adopt, and implement new ideas in products, services, and processes. The study posits that these factors influence customer satisfaction indirectly by shaping employee engagement, defined as employees’ cognitive, emotional, and behavioural involvement in their work roles. Engaged employees are more motivated, proactive, and customer-focused, thereby enhancing service quality, responsiveness, and overall customer experience. Drawing on perspectives from strategic management, organizational behaviour, and service management literature, the study conceptualizes a mediated relationship in which strategic management practices and innovation capability foster higher levels of employee engagement, which in turn lead to improved customer satisfaction. The model also recognizes that innovation capability strengthens employees’ ability to deliver creative and value-added solutions, further reinforcing the positive effects of engagement on customer outcomes. By integrating internal organizational processes with external customer-focused outcomes, this study contributes to the literature by offering a comprehensive framework that explains how strategic and innovative initiatives are translated into customer satisfaction through human engagement. The findings are expected to provide valuable insights for managers and practitioners seeking to enhance customer satisfaction by investing in strategic management systems, innovation capabilities, and employee engagement initiatives in contemporary organizations.
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