Showing papers in "International Journal of Service Industry Management in 1992"

Towards a Classification of Service Processes

Abstract: Over the years manufacturing managers have been unified by their acceptance of certain terminology to describe generic production processes. This has facilitated the sharing of ideas and management techniques and the development of our understanding of process choice implications on manufacturing strategies. In the service literature, no process model has been so powerful or pervasive as the manufacturing model. Postulates that a service typology which transcends narrow industry boundaries may lead to some cross‐fertilization of ideas and to an understanding of the management methods and techniques appropriate to each service type. Proposes a model analogous to the production process model, which has achieved such universal recognition in the world of manufacturing. Just as production volume is used in the latter model to integrate a wide range of production process dimensions, so suggests that the volume of customers processed per business unit per day correlates with six classification dimensions develo...

Service Break-Downs a Study of Critical Incidents in an Airline

Abstract: Presents the results of an empirical study of critical incidents in an airline. Describes and analyses service breakdowns from the customers′ point of view and thus creates a basis for “crisis management”. The discussion is based on interviews with 320 customers and 80 airline employees. Focuses on negative critical incidents in the relations between the service provider and business passengers. Provides a background as to why quality in services is an important aspect of management and a major research field. Discusses the typical features of service production and defines the term critical incident. Considers the strengths and weaknesses of the Critical Incident Technique (CIT) and describes the choice of method and model for the empirical study. Presents and discusses the results of the survey. Reveals, among other things, that there is a considerable difference between the way customers perceive critical incidents and the view of the airline employees as to what causes critical situations for the cust...

Measuring Service Quality in the Car Service Industry: Building and Testing an Instrument

Abstract: Service quality is becoming an important issue for Dutch car service firms. In order to measure the service quality delivered develops an instrument based on the quality dimensions and the SERVQUAL questionnaire developed by Berry, Parasuraman and Zeithaml. Describes the building and testing of the instrument. The outcome of the research is that the instrument is easily applicable for Dutch garage firms. However, in contrast with the five SERVQUAL dimensions, the customers in the Dutch car service firms only distinguish three dimensions to judge the delivered quality, one of which appears to be totally specific to this sample. The three dimensions found in the research in car service firms are: customer kindness, tangibles, and faith. Only customer kindness contributes directly to the measured service quality.

Attributes of Service Quality: The Consumers′ Perspective

Abstract: Examines the assessment of service quality as perceived by consumers. Identifies and ranks the attributes for good and poor quality of five selected types of services. The five types of services considered in this study are physician service, retail banking, auto maintenance, college/university, and fast food. The findings indicate that consumers have well‐conceived ideas about service quality, and that certain quality attributes are considered important for most types of services. Interestingly, finds that some attributes seem to have effects similar to Herzberg′s hygiene factors, i.e. the absence of certain attributes may lead consumers to perceive service quality as poor. However, the presence of these attributes may not substantially improve the perceived quality of the service. Also suggests that most customers would be willing to trade some convenience for a price break, and that the behaviour, skill level and performance of service employees are key determinants of perceived quality of services. Th...

Restructuring towards a Service Orientation: The Strategic Challenges

Abstract: Reports results from in‐depth interviews with 80 senior managers in 16 US‐based multinational firms and from group discussions with 388 senior‐level executives from 241 firms. The results indicate an attempt by the majority of firms to move from product dominance towards a service orientation. Identifies two major strategic hurdles: a rethinking of the client′s role as co‐producer, including measurements of client productivity; and the design and management of a new service development process. The study identifies the client productivity measurement issue as a major strategic hurdle and the authors suggest that techniques used internally (such as behaviour modification, training, and self‐motivation) be turned externally onto the client to increase productivity. The area of new service development (NSD), another significant strategic hurdle, is an emerging and relatively untouched subject. Identifies differences between new service and new product development.

A Service Quality Model Based on an Ideal Value Standard

Abstract: The delivery of quality in goods and services has recently become a marketing priority. Marketers of services experience difficulty in understanding and controlling quality. Although a few academic researchers have attempted to define and model quality, serious conceptual and methodological difficulties remain. Argues for a formal value approach to service quality, modelling it as a satisfaction process incorporating an implicit matching of two value‐based constructs: ideal standard and experienced outcome. During this match a negative cognitive bias occurs. Therefore, only negative disconfirmation determines satisfaction. The proposed model was tested in three hotel service encounters in Sweden and found reasonable support.

Charismatic Leadership in Service‐producing Organizations

Abstract: Presents a summary of theoretical leader behaviours and effects and the empirical findings relevant to a new genre of leadership theory. The new paradigm, emerging over the last decade and a half, focuses on outstanding leaders, variously referred to as charismatic, visionary, inspirational or transformational and derives from approximately 25 empirical investigations, based on a wide variety of samples and methods and conducted in a variety of cultures, collectively. Strong convergence among the findings of these studies indicates that the new genre of theory, when operationalized in a number of ways, accounts for substantial variance in leader and follower effectiveness, follower motivation, commitment and satisfaction as well as team performance. Discusses the relevance of such leadership to service‐producing organizations.

Cultural Leadership in Service Organizations

Abstract: Discusses the relationship between the distinguishing characteristics of service delivery and the key components of an organizational culture. Argues that in order to provide high quality service delivery it is advantageous to develop a shared set of cultural values focusing on service provider responsibility, quality and delivery to customers. Presents four principles for cultural leadership in service organizations. Concludes by suggesting several future leadership challenges for service firms.

Service Quality Management: A Process‐control Approach

Abstract: The world is moving into a services industry environment which is evidencing many of the same productivity and quality issues associated with manufacturing during the past two decades. Quick fixes using qualitative approaches have not been universally successful and some have advocated a more quantitative direction. Proposes a middle ground incorporating both ideas. Reports the development of a process model based on current service sector paradigms and more traditional statistical quality‐control techniques from manufacturing management. Details a test of the proposed model in the travel agency industry with results generally confirming the potential for transporting quality‐control concepts from manufacturing into services on a selected basis. While the heterogeneity of services may constrain and even preclude direct application of the process‐control approach in all cases, the five‐step plan proposed may prove to be a useful tool for service management across diverse businesses.

Contemporary Issues in UK Bank Delivery Systems

Abstract: Distribution channels are an important means both of delivering products and of communicating effectively with the marketplace. In the basic bank markets, which have been traditionally dominated by the London clearing banks (LCBs) and characterized by the collection of retail deposits, the money transmission mechanism and a range of personal lending services, branch networks have fulfilled both these functions with considerable success. As distribution channels, however, branch networks have certain inherent disadvantages which have become only too apparent with the progressive deregulation of the financial services markets. Alternative distribution channels, particularly those which utilize advanced technology, have partially remedied some of these weaknesses by complementing and supplementing the branch networks. The emergence and very existence of these alternative distribution channels, however, has also introduced some far‐reaching and potentially challenging strategic implications for financial inst...

Power, Conflict and Co‐operation in Brewer‐Tenant Distribution Channels

Abstract: Hostile environmental developments are requiring British brewing companies to reshape their archaic distribution strategies. Examines perceptions of the relationships existing between brewers and their contractually‐tied public house tenants. Finds that brewers apply excessive coercive power and insufficient reward power and that in consequence there is extensive channel conflict and insufficient co‐operation. Concludes that brewers are ineffective channel leaders and makes recommendations for them to introduce a “partnership” orientation to their distribution strategies.

Factory Focus in Hospital‐owned Ambulatory Surgery

Abstract: Uses a professional services setting to study the concept of factory focus. The rapid growth in the US of ambulatory surgery centres (surgicentres) provides an evolving illustration of focused factories in services. Because of the pressures of cost containment, most hospitals have segmented their surgical market, but have adapted their operations in a variety of ways. Some keep the inpatient and outpatient survery integrated in the same facility, while others choose a plant‐with‐a‐plant or a separate facility. Information concerning costs, organizational structure, achievement of the advantages and disadvantages of differentiation from inpatient surgery, service times, waiting times, customer services offered, and future plans were provided by 54 hospital‐owned ambulatory surgery centres. Despite a variety of structural arrangements, the responses were effectively classified by whether or not they shared operating rooms with inpatient surgery. Those who shared operating rooms reported significantly less a...

Environmental Issues in Tourism Management: Computer Modelling for Judgmental Decisions

Abstract: Considers the scope for using computer models to assist in tourism planning, with particular emphasis on the environmental issues. Suggests that a suitable platform for such models is the analytic hierarchy process which uses a tree structure to model both objectives and decision variables and is capable of handling subjective judgments and preferences.

Some Moderating Effects of Client‐interaction Need on Perceived Technology and Structure in Service Providers′ Tasks

Abstract: Face‐to‐face role sending between client and service provider, described here as client‐interaction need (CIN), is more extensive and crucial in some service situations than in others. Reports a study of the relation of CIN to the task uncertainty and certain aspects of formalization which surround the activities of core service providers in three types of service organizations. As task uncertainty increased, service providers reported a greater emphasis on rules and procedural specification surrounding their interactions with clients. These relations became stronger as CIN increased.

The Neglected Service Industries of Eastern Europe: Some Quantitative and Qualitative Aspects

Abstract: The service industries of Eastern Europe were subjected to serious neglect during the Socialist period, some of them more than others. Provides various reasons for this (ideological, pragmatic, technical and inertial). Stresses both the quantitative and the qualitative dimensions of the neglect. The Marxists had negative attitudes towards many services. Moreover, central planning procedures were incompatible with a high regard for service quality. Gives reasons why the informal service economy was a poor substitute for an open‐market structure. Details the major obstacles still facing the service industries of Eastern Europe today. They are mainly qualitative in nature and include, most noticeably, the lack of a customer‐driven culture. Uses this analysis of past and present in Eastern Europe to suggest strategies for future direction and development. Discusses the potential for educational initiatives and implantation of Western systems and provides a checklist of advice and precautions for service organ...

Service Leadership – Some Critical Roles

Abstract: Offers some new dimensions to service leadership: a strategic refocusing from traditional services to knowledge‐intensive services, based on intelligence components, information technology and information flows. Highlights three distinct roles for service leadership: thought leader, process leader and commercial leader. It also highlights the growing amalgamation of services and information to create the transformation of the old merchant into new roles such as those of information broker. To judge and evaluate service leadership a very critical ratio is “value added per employee”. Management development programmes should also focus on development of the three new roles. Investment in development and maintenance of knowledge capital to create service leadership should be handled as systematically as technology investments and as intellectual capital.

Carlzon′s Moments of Truth – A Critical Appraisal

Abstract: Reviews Jan Carlzon′s Moments of Truth, identifying those features which are distinctive, those which have received academic attention and those which appear worthy of further academic study. Whether highly trained specialists or general managers, managers must develop the expertise of seeing the firm as an integrated system serving the customer. Both types therefore must become customer‐oriented expert generalists. Also, if academics wish to continue to educate businessmen, they too have to develop a customer orientation and must also become expert generalists.

The Changing Lending Role of Managers in the Financial Services Sector

Abstract: The research aimed to identify the form which technological and organizational change in the lending role of managers had taken and the rationale for such changes The methodology was based on case studies of the managers′ lending role in a major building society and a major bank Qualitative data were gathered through semi‐structured interviews with 36 managers at both branch and head office level The manager was becoming an increasingly important resource as the business within the branches had expanded Identifies the changes within four specific aspects of the manager′s lending role; “manager as line manager”, “manager as salesperson”, “manager as product expert” and “manager as decision maker” In each aspect of the lending role, the rationale for change appeared to be a desire to use managerial time more effectively

Leading the Largest Catering Firm in Holland: A Matter of Character

Abstract: Explains what makes a good manager in the words of the managing director of the largest catering firm in The Netherlands and leader in a fast growing market. In 1991 Van Hecke served 250,000 meals a day at 750 different staff restaurants. Since catering is people′s business and management centres on people, good leadership is essential for Van Hecke – it implies an open mind, charisma, natural authority, dominance and vision. Within Van Hecke, leadership is not only a skill, but an attitude. Conclusion: it is a matter of character.

Leading a Company with Vision

Abstract: Discusses the thesis that self‐knowledge is a prerequisite for functioning in a service company (such as insurance) in such a way that the individual is wholly involved, feels a unity and is innovative. This benefits the company. Urges the value of reviewing personal performance, of integrating remuneration policy and training and of clearly structuring information systems. Accurate observation is then required of management to ensure no experience is neglected. Self‐knowledge is essential in managers if they are to think clearly about and be aware of relations – the insurance business is about relations.

What the Service World Needs Now: Leadership Lessons from the 1980s to the 1990s

Abstract: Describes five negative business trends of the 1980s: too much lack of social responsibility; one‐man show companies; good‐weather captains; conglomerates; and mistreatment of young and promising personnel Based on these trends, offers ten leadership lessons for the 1990s: we need more shared leadership; integrity; multicultural skills; wiser unions and press; care in shareholder and board relationships; mindful interpretations of financial facts; integration of marketing and technology; and creativity

On the Service Potential of Staff in Line‐Staff Relationships

Abstract: Presents a model used by the Dutch Ministry of Home Affairs for analysing staff tasks. This model provides a productive base for examining and evaluating the added value staff can have for the organization. Using this model, responsibilities and competences can be assigned to line management and staff and the relationship between suppliers (staff) and clients (line) becomes lucid. Includes a discussion on the development of staff and the instruments introduced by which staff units improve their service functioning: decentralization, working with product plans and output norms, and improvement of the information supply processes.