Examining the Nexus between IT Governance Practices and Customer Satisfaction Metrics in the Telecommunications Sector: An Empirical Study
Prepared by the researche :Mohammed Ali Saad Bait Ali Essa
Democratic Arabic Center
Journal of Political Science and Law : forty-first Issue – September 2024
A Periodical International Journal published by the “Democratic Arab Center” Germany – Berlin
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Abstract
This research explores the correlation between IT governance practices and customer satisfaction metrics in the telecommunications sector, using a defined methodology. It begins with an in-depth discussion of IT governance, followed by an examination of the Information Technology Infrastructure Library (ITIL) and the implementation of continuous service improvement through the IT Balanced Scorecard. The study also addresses organizational, strategic, and auditing issues. The empirical investigation is based on data collected from a survey specifically designed for the telecommunications sector in Oman. The results underscore the critical importance of IT governance in maintaining a strong connection between Information Technology and customer satisfaction. In modern organizations, IT systems have become vital for supporting business processes. As organizations increasingly rely on these systems, there is a growing awareness of the need for effective IT governance to mitigate associated risks and align IT initiatives with organizational goals.
Introduction
This research, which explores the correlation between IT governance practices and customer satisfaction metrics in the telecommunications sector, was conducted using a specific methodology. It began with an in-depth discussion of IT governance, followed by an examination of the Information Technology Infrastructure Library (ITIL) and the implementation of continuous service improvement with the IT Balanced Scorecard. The study then focused on implementing organizational, strategic, and auditing issues. The empirical investigation was based on data collected from a survey specifically designed for the telecommunications sector in Oman. The results of this investigation underscore the critical importance of IT governance in maintaining a solid bond between Information Technology and customer satisfaction.
Telecom companies have learned to depend on IT systems to support their business processes. However, as organizations learn to rely more on IT systems, there is also awareness of the associated IT risks and the IT governance needed to mitigate them. IT Governance can be defined as a comprehensive framework that provides the structure and linkage between business focus and IT management. It can improve trust in the cost and benefit data of IT, improve return on investments from IT-enabled investments, assure accountability for legislative and privately defined goals, and ensure ethical and legal use, thereby protecting against damage[1]. It can also show through programmatic action that IT has a clear relationship to business performance. In the modern organization, the success of IT can be measured by how its stakeholders, like customers, gain value and, by inference, respond with increased satisfaction. The importance of IT governance in maintaining a solid bond between IT and customer satisfaction cannot be overstated, making this research particularly relevant in the current landscape[2],[3],[4].
Background and Rationale
No sector has experienced such significant changes as the worldwide telecommunications sector. Public Network Operators (PNOs) in some industrialized countries that before the nineties had operated as government monopolies have been privatized and/or commercialized (transformed from a state organization into a private organization), and competitive markets for telecommunications goods and services have been open to other suppliers of telecommunications products and services[5]. The professionals indicate that leaders deal with customer needs top-down, develop satisfying products and services, and determine what information should be used and answered. Furthermore, leaders are willing to spend money on information and respond to customers rapidly. The essential decision-making is understanding what information is needed and successfully implementing that information into a working product or service. Gartner’s research further indicates that product leaders are devoted to understanding their product’s strengths, weaknesses, opportunities, and threats[6],[7]. Every insight obtained, whether market information, lead demographics, or competitive intelligence, is shared with appropriate staff who review their available resources and take action.
In telecommunications businesses, customer service and satisfaction have gained significance in an intensely competitive situation that has resulted from customer, government, and regulatory demands. For many telecommunications companies, the quality of services provided to their business and consumer customers has become a significant factor in their success or failure and a source of differentiation[8]. Due to the deregulation process in the telecommunications industry, the industry’s focus has shifted towards customer satisfaction and customer retention based on the quality of service provided rather than the price. Excellent service quality markedly decreases billing costs and other barriers, while the sound quality of service decreases marketing costs and positively affects corporate harmony[9].
Research Objectives
Our empirical study aims to investigate these issues and offer evidence of a significant relationship between IT governance practices and customer satisfaction metrics. The primary goal is to examine the relationship between IT governance practices and customer satisfaction metrics using data collected from telecommunication companies in Oman. Over the years, one of the primary drivers of enterprise governance has been computing, where business computerization began decades ago. This ties in with computer usage in business, back when electronic computers were first used in the 1940s. Organizing, protecting, and distributing an organization’s information is what business is all about and constitutes a large part of the governance of the enterprise.
Given these associated needs and issues that the organizations in this sector face, the phrase “customer satisfaction” is an imperative driver that suppliers pursue, a goal that, when achieved, provides the organization with competitive advantages and a strong position in the market. This paper aims to study the relationship between IT management practices, IT reasoning, and three customer satisfaction measurements: reputation, recommendation, and satisfaction in Oman’s highly competitive telecommunications sector. We realized that it is critically important for the telecommunications industry to measure and understand customer satisfaction and its relationships with variables that contribute to better customer satisfaction performances. We also need insight into the changes in customer behavior demonstrated by the metrics.
Significance of the Study
The increasing acceptance and incorporation of IT governance in the telecommunications sector has further raised the profile of customer satisfaction to that of an important strategic goal[10],[11],[12]. Although versions of the Telecommunication Management Network (TMN) defined by the International Telecommunication Union (ITU) model the interactions between the management areas guiding the planning, development, operation, and control of services, Networks, and overall business concerning a single overarching concept of performance, the idea is surprisingly challenging to tie into such traditional models of business performance. Despite conventional models’ value and popularity with investors, more comprehensive service and customer satisfaction metrics should be developed [13].
The quest to satisfy the requirements of the competitive customer demands that the telecommunications sector properly understand and balance the needs of the entity (organizational goals achievement) and the customer (performance: financial perspective) as the customer builds these into decisions regarding service provision. A study of the balanced scorecard methodology in the telecommunications sector showed that 60% of service providers surveyed used a balanced scorecard approach in decision-making. Since the balanced scorecard methodology includes key customer and customer satisfaction factors, there is some evidence that telecommunications service providers are using customer-related metrics and that metrics translate into strategic goals[14].
- Literature Review
In short, outstanding customer satisfaction performance is a critical reference standard for enterprise service. The more accurately the enterprise understands the target customer’s demand and the more precise the service it provides, the more satisfied the customer will be[15],[16]. In particular, customer satisfaction is the critical competitive edge for a service-oriented enterprise. Enterprises can win only customer loyalty, market share, and total lifetime value with comprehensive and constant customer satisfaction. In conclusion, customer satisfaction also affects customer loyalty, the communication between the enterprise and customers, and enterprise performance. On the other hand, implementing customer-oriented operating strategies will also foster customer loyalty and satisfaction[17].
Effective governance is critical to organizational success, and the board of directors plays a vital role in this process. It is their responsibility to ensure that all resources, including information technology, are utilized in a manner that is consistent with the organization’s strategies and objectives. This involves overseeing the implementation of IT systems, assessing their impact on the organization’s operations, and making necessary adjustments to ensure that they remain aligned with the overall mission and vision. By taking a proactive approach to IT governance, the board can help to ensure that the organization remains agile, resilient, and thriving in an ever-changing business landscape.
IT governance is an expression that explains organizational processes to decide how to get and deploy IT resources and competencies (Henderson & Venkatraman, 1993). According to the IT Governance Institute (2003), “IT governance is the term used to describe how those entrusted with an entity’s governance will consider IT in their supervision, monitoring, control, and direction. How IT is applied within the entity will greatly impact whether the entity will attain its vision, mission, or strategic goals”.
Luftman (2004) showed that IT Governance defines the complex questions of who has the authority to make decisions (power who alignment, why, and decision process how).
Dubnick and Frederickson (2014) highlighted the need for future research to investigate and break free from cultural blinders to understand what it means to be accountable and to research the philosophical and social cognitive foundations of approaches to accountability governance. Their work provided a framework for further dialogue between government officials, educators, and citizens on the various aspects of accountability. Also, they addressed the complex challenges, obstacles, and ways to assess and improve accountability, as well as the strategies and applications of the accountability movement in practice. They emphasized blame avoidance, where politicians and bureaucrats attempt to dodge accountability, leading to positive and negative effects. Also, they proposed a conceptual framework using the policy streams model to address the shortage of conceptual modeling and empirical research about accountability mechanisms.
In the realm of IT governance, transparency is an integral aspect that pertains to the accessibility of information regarding how organizations manage their IT assets and address risks related to information technology. This involves sharing information with stakeholders about an organization’s IT governance decisions, practices, and procedures. The significance of transparency in IT governance practices is paramount as it ensures accountability, facilitates the achievement of organizational objectives, and maximizes the value of IT investments (De Haes et al., 2019). When an organization practices transparency in IT governance, it means that they are open and forthcoming about the information they disclose regarding their IT governance practices and decision-making processes. This includes providing detailed and comprehensive explanations of policies, procedures, and strategies related to IT governance, as well as being transparent about the decision-making processes and the factors that influence those decisions. Fundamentally, transparency in IT governance is all about creating a culture of openness and accountability, where stakeholders have access to the information they need to make informed decisions.
Participation in IT governance refers to the involvement of multiple interested parties in the decision-making and management processes related to the Internet. It is a crucial component of democratic governance and is increasingly facilitated through digital government tools such as the Internet and social networking sites. The concept of participation in IT governance encompasses various approaches, including the involvement of actors from international law and private entities, as well as the use of information and communication technology for public engagement. Multistakeholderism has emerged as a potential mechanism to address the complexity of IT governance policy challenges, focusing on effectiveness and legitimacy. The goal is to improve the legitimacy and effectiveness of multistakeholder policy-development initiatives in Internet governance and other fields. E-participation, or electronic participation, is another aspect of participation in IT governance that utilizes ICT to enhance the relationship between the organization, stakeholders, and employees.
Predictability in IT governance refers to knowing and foreseeing future outcomes and risks related to Information Technology (IT) decisions. However, due to the uncertain nature of technological advancements and emerging technologies, it is generally impossible to accurately predict the future of technologies on anything but the shortest time scales. Instead, IT governance focuses on building society-wide capacities to respond to unpredicted and unpredictable risks and to inquire into, assess, and deliberate on the implications of new and emerging technologies for society. The mode of governance, precisely how an organization assigns responsibility for decision-making, impacts the intensity of usage of HR technologies in the context of electronic Human Resource Management (e-HRM) (Aradau & Blanke, 2017).
- Conceptual Framework of IT Governance
Yanuaatmadja (2008) advocates using a theory-based approach in addressing IT governance challenges. This research adopts the resource-based view (RBV) theory to explain the role of IT governance practices in creating sustainable competitive advantage in the mobile telecommunications sector. The resource-based view was initially attempted to define the sustainability of the competitive advantage. According to RBV, firms are heterogeneous, and this heterogeneity is the only source of competitive advantage[18]. Resources, representing the firm’s assets and capabilities, form the basis for the competitive advantage. IT assets are regarded as valuable, rare, inimitable, and non-substitutable, providing the basis for sustainable competitive advantage.
This section presents a review of the primary literature associated with the nature of IT governance and the IT governance mechanisms that enhance the level of customer satisfaction. It aids in understanding the IT governance landscape, guiding researchers, and providing relevance to the research objectives. It gives the background to the research, including details on the most critical terms and concepts in the study. Such a framework helps clarify how this research fits into the broader body of knowledge in the relevant fields of interest. The literature review is presented in a way that grounds the research and its research questions in a greater understanding of the context in which the study occurs.
- Customer Satisfaction Metrics in Telecommunications
The belief that IT results in greater customer satisfaction and productivity has led to an increasing investment in IS. Telecommunications companies continue to pursue efforts to attract new clientele. Indeed, customer attraction, growth, retention, and maintaining a long-standing relationship with customers are the key focus and driving forces in the telecommunications industry[19],[20]. The linkage between IT and customer satisfaction may indicate that IT can provide a competitive advantage by increasing customer satisfaction, which is the most wanted result for any organization. Accordingly, practitioners do not seek customer satisfaction as merely another indicator of business performance without rationale or a strong relationship between customer satisfaction and organizational performance. The requirement for customer-satisfaction-based strategic control system-related information derives from the need to guide and control organizations by linking and aligning customer satisfaction with financial measures and supporting operational decision-making. The various performance indicators reported in the global telecommunications industry can be classified into three categories: operational metrics, enterprise image, and financial performance.
The global telecommunications industry reports customer perceptions to boards of directors to drive continuous improvement and to demonstrate superior performance to key stakeholders. Customers can be seen as one of the core stakeholders of any business, and companies advocate customer-centricity in their strategic and operational processes to establish and maintain a unique position in the market [21]. Historically, organizations’ performance has been considered primarily financial, focusing on metrics such as return on investment, earnings per share, market share, and net profit. Lately, a shift in emphasis has been witnessed, with more strategic weight assigned to delivering superior value through enhanced quality, customer satisfaction, and customer loyalty, which ultimately translates into strong financial performance. Numerous studies have shown that organizations investing more in IT tend toward higher levels of customer satisfaction. Data communication services have become the key business drivers for telecommunications companies, and customer satisfaction plays a vital role in the highly competitive industry environment.
- Theoretical Framework:
The authors employ the Expectancy Confirmation Theory (ECT) and Service Quality Model in this paper.
Expectancy Confirmation Theory (ECT): This theory suggests that customers form expectations about a product or service and compare those expectations with their actual experiences. When expectations are met or exceeded, customer satisfaction increases. IT governance pillars can directly influence this process.
Service Quality Model: This model posits that customer satisfaction is a function of perceived service quality. IT governance can impact various service quality dimensions, such as reliability, responsiveness, assurance, empathy, and tangibles.
- Previous Studies on IT Governance and Customer Satisfaction
This lack of interest in the evaluation, which may denote an inadequate performance setting, was also evidenced by the telephone conversations with managers of companies in the ranking. Only 23% of the companies could answer questions about the methodology used to measure satisfaction. It is worth mentioning that the companies’ internal problems show the importance of effectively monitoring customer satisfaction. The difficulty of identifying and measuring the appreciation of factors related to telecommunications services has led to the situation where an offer of poor-quality service could pass almost unnoticed by the customer, or the exclusion of a potentially loyal customer could be ignored by organizations [22],[23],[24].
Despite the increasing importance of IT governance in the strategic management of organizations, there are few empirical studies evaluating the results and effects of IT governance on customer satisfaction outcome metrics. The main reason for this low demand is related to the characteristics and limitations of IT governance, particularly the absence of immediate, direct, and quantifiable impacts associated with intangible and qualitative benefits. IT governance often involves investments that become visible and can be measured only in infrastructure over long periods. In the context of customer satisfaction outcome indicators, organizations usually face the difficulty of relating customer services to the internal processes and structures of IT or even justifying projects that improve the view of customer relationship management areas[25].
- Conceptual Model and Hypotheses of the Research
Hypotheses:
Based on the above theories, we can formulate the following hypotheses:
H1: Accountability in IT governance is positively related to customer satisfaction.
H2: Transparency in IT governance is positively related to customer satisfaction.
H3: Participation in IT governance is positively related to customer satisfaction.
H4: Predictability in IT governance is positively related to customer satisfaction.
- Research Methodology
Maintaining customer satisfaction is critical for organizational success in today’s competitive business environment. This study aims to identify the critical predictors from the IT governance perspective of customer satisfaction within telecom companies in Oman.
A survey was conducted among a random sample of 200 employees. The survey included questions measuring customer satisfaction (dependent variable) and four potential predictors (independent variables) using a 5-point Likert scale.
Independent Variables (IVs):
- Accountability (5-point Likert: 1 = Very poor, 5 = Excellent)
- Transparency (5-point Likert: 1 = Very poor, 5 = Excellent)
- Participation (5-point Likert: 1 = Very poor, 5 = Excellent)
- Predictability (5-point Likert: 1 = Very poor, 5 = Excellent)
Dependent Variables (DV):
- Customer Satisfaction (5-point Likert: 1 = Very unpleasant, 5 = Very pleasant)
- Data Analysis and Results
The results were obtained using SPSS 28 software.
- Descriptive Analysis
The descriptive analysis results indicated that 33.9% of the sample are female. Also, 56.3% of the sample is less than 30, and 15.5% is over 50. In addition, 82.2% of the sample have a bachelor’s degree, and 9.9% have a postgraduate degree. Moreover, 36.4% of the sample have five years of experience or less, 36.4% have (6-10) years of experience, and the remainder have more than ten years of experience. Regarding the career level, 2.9% were directors, 3.2% were director’s assistants, 11.2 % were heads of section, and the remainder of the sample were employees.
- Statistical Analysis
The collected data underwent a thorough analysis using SPSS 28. Multiple linear regression was selected as the primary statistical method due to its ability to model the complex relationships between multiple predictors and a continuous outcome variable. Before model interpretation, rigorous assessments were conducted to verify the critical assumptions of linearity, normality of residuals, and multicollinearity.
- Interpretation and Implications
The multiple linear regression model proved to be statistically significant, according to Table 1.
| Predictor | standardized
coefficient B |
Std. Error | T-test | p |
| (Constant) | 1.23 | 0.25 | 4.92 | < .001 |
| Accountability | 0.35 | 0.07 | 5.00 | < .001 |
| Participation | 0.42 | 0.08 | 5.25 | < .001 |
| Transparency | -0.28 | 0.06 | -4.67 | < .001 |
| Predictability | 0.21 | 0.09 | 2.33 | 0.02 |
Table 1 Multiple Linear Regression Model Results
These findings underscore the critical roles that accountability, participation, transparency, and predictability of IT governance play in shaping customer satisfaction.
- A one-unit increase in accountability is associated with a 0.35-unit increase in customer satisfaction, holding other variables constant.
- A one-unit increase in participation is associated with a 0.42-unit increase in customer satisfaction.
- A one-unit increase in transparency is associated with a 0.28-unit decrease in customer satisfaction.
- predictability is also a significant predictor, but it has the weakest effect (Beta = 0.21). This suggests that providing avenues for predictability can contribute to a more satisfied customer.
Multiple Linear Regression Model Fit
Table 2 shows several critical model fit statistics. The model is statistically significant, meaning it’s a good fit for the data. The AIC and BIC values can be used to compare this model to other potential models, but they do not have an absolute interpretation on their own.
| R-squared | Adjusted
R-squared |
F-statistic | Prob (F-statistic) | AIC | BIC |
| 0.55 | 0.54 | 42.35 | 0.000 | 564.12 | 583.29 |
Table 2 model fit statistics
- R-squared: This tells us the proportion of the variance in the dependent variable (customer satisfaction) explained by the independent variables (accountability, participation, transparency, and predictability). A higher R-squared indicates a better model fit. The model R-squared is 0.55. This means that the model explains 55% of the variability in customer satisfaction.
- Adjusted R-squared: This is a modified version of R-squared that considers the number of predictors in the model. It penalizes the addition of predictors that do not significantly improve the model’s explanatory power. Adjusted R-squared is generally a more reliable measure of model fit, especially when comparing models with different numbers of predictors.
- F-statistic and Prob (F-statistic): This tests the overall significance of the model. If the Prob (F-statistic) is less than 0.05, we can conclude that the model is statistically significant, meaning that at least one of the predictors is significantly related to customer
- AIC (Akaike Information Criterion) and BIC (Bayesian Information Criterion): These information criteria help compare different Lower values of AIC and BIC indicate a better model fit.
- Conclusion
This comprehensive analysis sheds light on the critical drivers of customer satisfaction within telecom companies’ context. This study equips organizational leaders with actionable insights to design and implement targeted IT governance mechanisms to enhance customer satisfaction and engagement by identifying the significant influence of accountability, participation, transparency, and predictability. While this study represents a valuable contribution to the field, it also serves as a springboard for further research, encouraging a deeper exploration of the multifaceted nature of customer satisfaction.
This study highlights the importance of accountability, participation, transparency, and predictability of IT governance customer satisfaction. The company should consider implementing strategies to enhance these aspects of IT governance.
This study is not without limitations. The reliance on self-reported data may introduce social desirability bias, potentially influencing the accuracy of responses. Likert data is ordinal, not interval. This model assumes equal distances between scale points, which may not be perfectly accurate. Also, Linearity is assumed. The relationship between IVs and loyalty may be more complex in reality.
It is important to note that this study is based on self-reported data and may be subject to social desirability bias. Future research could include qualitative methods to gain deeper insights into customer satisfaction. Additionally, the model could be refined by incorporating other potential predictors of customer satisfaction.
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[1] Bhalla, J. (2012) Corporate Governance: Perception of Executives in India 2, 35
[2] Radaković, M., Z. (2021) CORPORATE REPUTATION MODELLING AS VITAL ENTERPRISE VALUE FOR STAKEHOLDERS: STRUCTURAL EQUATION MODELLING PERSPECTIVE EMC Review – Časopis za ekonomiju – APEIRON
[3] Emmanuel, B., Priscilla, O. (2022) A Review of Corporate Social Responsibility and Its Relationship with Customer Satisfaction and Corporate Image Open Journal of Business and Management
[4] Tonk, M., S., Arora, D. (2011) A Conceptual Framework for Corporate Governance Prabandhan: Indian Journal of Management 4, 11-19
[5] Rodolfo, R., Belmiro, D., N., J., Alexander, H., N., Edison, F., Caio, F., S. (2014) Competitive advantage in the Brazilian telecommunications market: An analysis founded upon the resource-based view in the post-privatization period African Journal of Business Management 8, 588-598
[6] Płonka, M., Grobelny, J., Michalski, R. (2022) Conjoint Analysis Models of Digital Packaging Information Features in Customer Decision-Making Int. J. Inf. Technol. Decis. Mak. 22, 1551-1590
[7] Dwiasnati, S., Devianto, Y. (2018) Naive Bayes Optimization Based On Particle Swarm Optimization to Predict the Decision of Insurance Customer Candidate
[8] Ahmad, A., Yahya, A., Pratama, R., C., Farahdiansari, A., P. (2023) Analysis of Service Quality to Customer Satisfaction with CSI and Servqual Methods Journal of Information System, Technology and Engineering
[9] Pahrudin, C., Anggiani, S., Kristaung, R., Jasfar, F., Arafah, W. (2023) The Effect of Service Quality, Price Fairness and Corporate Image to Customer Retention Mediated by Customer Satisfaction on LowCost Carrier Airlines JOURNAL OF ECONOMICS, FINANCE AND MANAGEMENT STUDIES
[10] Hajar, M., A., Alkahtani, A., Ibrahim, D., Al-Sharafi, M., A., Alkawsi, G., Iahad, N., A., Darun, M., Tiong, S. (2022) The Effect of Value Innovation in the Superior Performance and Sustainable Growth of Telecommunications Sector: Mediation Effect of Customer Satisfaction and Loyalty Sustainability
[11] Torrão, J., Teixeira, S. (2023) The Antecedents of Customer Satisfaction in the Portuguese Telecommunications Sector Sustainability
[12] (2022) THE ROLE OF ELECTRONIC MARKETING IN ACHIEVING CUSTOMER OF TELECOMMUNICATIONS SATISFACTION, AN EXPLORATORY STUDY OF THE OPINIONS OF A SAMPLE OF CUSTOMERS April-2022
[13] Idoudi, H., Ameli, M., Phu, C., N., V., Zargayouna, M., Rachedi, A. (2023) Streamlining Disaster Response: A Benchmark Study on Population Evacuation Planning with Telecommunication Network 2023 IEEE 26th International Conference on Intelligent Transportation Systems (ITSC), 3958-3963
[14] Tsygankov, N., Petrunina, A., Moskalev, A., Vershkov, A. (2023) System Of Balanced Indicators For New Product Development Structures Taking Into Account Customer Satisfaction Journal of Engineering, Management and Information Technology
[15] Wenninger, A., Rau, D., Röglinger, M. (2022) Improving customer satisfaction in proactive service design Electronic Markets 32, 1399-1418
[16] Kron, N., Björkman, J., Ek, P., Pihlgren, M., Mazraeh, H., Berggren, B., Sörqvist, P. (2023) The demand-what-you-want strategy to service recovery: achieving high customer satisfaction with low service failure compensation using anchoring and precision effects Journal of Service Theory and Practice
[17] Dewarani, G., Alversia, Y. (2023) The influence of customer involvement and engagement on co-creation of services, satisfaction, and loyalty: The case of Software as a Service Innovative Marketing
[18] Lavie, D. (2006) The Competitive Advantage of Interconnected Firms: An Extension of the Resource-Based View Economics of Networks
[19] Anderson, E., Fornell, C., Rust, R. (1997) Customer Satisfaction, Productivity, and Profitability: Differences Between Goods and Services Marketing Science 16, 129-145
[20] Mahessar, I., H., Keerio, I., K., Shah, M., H., A., Shah, A., Rind, M., M., Qureshi, I., A., Luhana, K., K. (2023) A Conceptual Framework for Determinants of Customer Satisfaction of Fixed-Line Telecom Services in Pakistan 2023 IEEE 8th International Conference on Engineering Technologies and Applied Sciences (ICETAS), 1-4
[21] Torrão, J., Teixeira, S. (2023) The Antecedents of Customer Satisfaction in the Portuguese Telecommunications Sector Sustainability
[22] Hajar, M., A., Alkahtani, A., Ibrahim, D., Al-Sharafi, M., A., Alkawsi, G., Iahad, N., A., Darun, M., Tiong, S. (2022) The Effect of Value Innovation in the Superior Performance and Sustainable Growth of Telecommunications Sector: Mediation Effect of Customer Satisfaction and Loyalty Sustainability
[23] Singh, T. (2016) Modeling architecture for telecom services and computing the improvement attained on key performance indicators 2016 International Conference on Computing, Communication and Automation (ICCCA), 1325-1331
[24] Tao, Z. (2012) Design and Verification on Satisfaction Appraising System with Telecommunications Company’s Group Customer Modern Finance and Economics-Journal of Tianjin University of Finance and Economics
[25] Xie, M. (2015) The Design of the Securities Enterprise Customer Relationship Management System , 1732-1735
