How organisations can learn from complaints

Purpose In the literature on complaint management the importance is acknowledged of learning from complaints. Still, the concept of organisational learning has not yet been embedded in the field of complaint management. Therefore, this paper aims to adjust a general model for organisational learning to the concept of complaint management in order to make it operational for this field. Design/methodology/approach The notion of organisational learning in combination with complaint management is modelled as a system. This system enabled us to analyse the practices of handling and analysing complaints within six Dutch service organisations and to assess the potential of these organisations for organisational learning. Findings The results of the paper categorise a variety of complaint management practices along two elements of organisational learning: triggers and modes of learning (i.e. informational learning or interactive learning). Research limitations/implications Further research should include the applicability of the learning model to different sectors or organisations. Practical implications This collection of practices can be used as a managerial guideline for improving the processes of learning from complaints. Originality/value This paper contributes to embedding the concept of organisational learning in the field of complaint management.