Service logic – the key to strategic listening: introducing the framework of strategic listening for value creation

Purpose 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, namely 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. Design/methodology/approach The article is conceptual and based on research in strategic communication, service management and listening in an organizational context. Findings 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. Research limitations/implications Future research is needed on organizational listening in general. Important questions to be answered empirically are as follows: 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. Originality/value 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.