Examining the Role of Spiritual Well-Being and Employee Engagement in the Relationship between Strategic Management, Innovation, and Customer Satisfaction in the Management Sector
Keywords:
Strategic Management Practices, Innovation Capability, Spiritual Well-Being, Employee Engagement, Customer Satisfaction, Workplace Spirituality, Management SectorAbstract
In the contemporary management sector, organisations are increasingly required to balance strategic efficiency, continuous innovation, and human-centred practices to achieve sustainable customer satisfaction. While strategic management and innovation are widely recognised as key drivers of organisational success, the mechanisms through which these factors influence customer satisfaction remain insufficiently explored. This study examines the role of spiritual well-being and employee engagement as critical mediating variables in the relationship between strategic management practices, innovation capability, and customer satisfaction within the management sector. Strategic management practices, including strategic planning, leadership orientation, and resource alignment, provide organizational direction and operational coherence, whereas innovation capability enables adaptability, learning, and value creation. The study posits that these strategic and innovative factors contribute to enhanced customer satisfaction indirectly by fostering employees’ spiritual well-being—characterized by a sense of purpose, meaning, inner fulfillment, and alignment between personal and organizational values—and by strengthening employee engagement. Employees who experience higher levels of spiritual well-being are more likely to exhibit positive attitudes, resilience, and commitment, which in turn enhance their cognitive, emotional, and behavioural engagement at work. Drawing on theories from strategic management, organisational behaviour, and workplace spirituality, the study proposes an integrated framework in which spiritual well-being and employee engagement jointly mediate the relationship between strategy, innovation, and customer satisfaction. Engaged and spiritually fulfilled employees are more likely to demonstrate customer-oriented behaviour, deliver high-quality services, and build trust-based relationships with customers. These behaviours significantly enhance service quality, customer experience, and overall customer satisfaction. By integrating strategic, innovative, and spiritual dimensions, this study contributes to the literature by highlighting the importance of human and value-based mechanisms in achieving customer satisfaction in the management sector. The findings are expected to offer valuable insights for managers and practitioners seeking to enhance customer satisfaction by fostering spiritual well-being and employee engagement alongside strategic management and innovation initiatives.
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