Showing papers in "Journal of Quality Management in 2001"

TL;DR: In this article, the authors propose a model that relates six key internal marketing practices to external customer satisfaction and loyalty, mediated by internal customer attitudes (i.e., loyalty to the firm, job satisfaction, trust in management) leading to extra role behaviors directed at external customers.

TL;DR: The Impact of Quality Practices on Customer Satisfaction and Business Results: Product versus Service Organizations as mentioned in this paper, is the most relevant work that we cite for this topic. But it is based on a different approach.

TL;DR: This paper found that managers, employees, and customers in a public agency provided information about expectations and perceptions of service quality, and no differences were found for expectations between any of the groups.

TL;DR: In this article, the impact of customer and competitor orientation on business performance is investigated based on multiple-informant data from two US industries, and the results suggest that while customer and competition orientation each have a positive and significant impact on overall market orientation, only customer orientation has a positive effect on overall business performance.

TL;DR: The authors found that perceptions of the contact employee's customer-oriented behaviors were positively related to two positive outcomes: customer satisfaction with the service encounter and customer commitment to the firm, and they extended past research by measuring perceptions of customeroriented behaviors from the customer's perspective, not from the employee's perspective.

TL;DR: In this article, the authors explore the relationship between satisfaction levels and airport station performance and find that traffic volume and some dimensions of employee satisfaction are related to performance, and that traffic volumes and employee affective commitment interact in accounting for customer satisfaction.

TL;DR: In this article, the authors argue that four first-order factors (team-, systems-, learning-, and memory orientations) collectively contribute to the creation of an intangible strategic resource in the form of "organizational learning capacity" (OLC).

TL;DR: In this article, the authors examined the role of procedural justice in the delivery of services and found that customers' reactions to the wait were more positive when perceived wait time was short and the waiting procedures were perceived as adequate.

TL;DR: An evolutionary theory of technology and a dynamic theory of competition are integrated to predict that when technological intensity is relatively low or high, customers place greater value on customization and when technologicalintensity is more intermediate, product reliability and customization are more equally important.

TL;DR: In this article, the feasibility of Deming's theory of management is discussed by articulating how the axioms are consistent with existing theories, known research results, empirical evidence, and observed phenomena.

TL;DR: In this article, the authors present a theoretical framework and model that explicates the cognitive process influencing service agent behavior during customer service encounters, which they describe as discretionary service behavior (DSB).

TL;DR: In this article, the authors examined mood and affect intensity of raters, employee gender and emotional expression, and their impact on a performance review outcome in a customer service scenario, and found that the effect was intensified when the rater was affectively intense.

TL;DR: In this article, the authors investigate the influence of two service delivery characteristics, service mechanism and mode, on customers' attributions about the quality of service, and find that customers with relationships perceive the QoS they receive higher than those customers with pseudorelationships or encounters.

TL;DR: In this article, the authors examine two potential negative outcomes: sexual harassment by customers and the dysfunctional psychological effects of asking employees to display unfelt emotions, and suggest that this service with a smile emphasis has positive benefits; few suggest that it can also result in negative consequences.

TL;DR: The authors examined employees' perceptions of the factors associated with a service quality initiative during and following organizational downsizing and found that initial commitment to the quality initiative was an especially important predictor of how remaining employees perceived the quality initiatives following the downsizing.

TL;DR: In this article, the authors examined whether there were attitudinal differences between members of teams whose customers were more or less satisfied with the level of service received, and found that those who judged their organizational rewards to be fair were also on teams who had satisfied customers.

TL;DR: In this article, the authors developed a conceptual model for explaining the effect of organizational size on customer satisfaction and used it to explain why a large company/small company hybrid can produce higher levels of customer satisfaction than either the small or large organizations in isolation.

TL;DR: A new, self-report, job performance scale that measures aspects of these new job requirements in an environment of total quality that fosters customer-oriented behavior and team contributions is reported.

TL;DR: In this paper, the authors present a theoretical framework for devising and implementing a service management strategy, which focuses on a particular customer market segment, via five functional service quality dimensions.