Service provider

About: Service provider is a research topic. Over the lifetime, 55107 publications have been published within this topic receiving 894381 citations. The topic is also known as: external service provider & internal service provider.

Service Operations Management

Abstract: Learning Objectives Service organizations represent a significant portion of the global economy, accounting for more than 70% of total economic output and 60% of employment worldwide. However, the service sector has consistently lagged the manufacturing sector in terms of productivity growth. Considerable opportunities remain for service firms to better manage their operations. This course focuses on the management of service operations, with an emphasis on cutting-edge quantitative techniques that can help services firms improve their operations. We will discuss approaches to key managerial decisions such as waiting line management, facility location, facility layout, and others. Course Grade The course grade will be determined as follows: Exam 1 30% Final exam 30% Excel Workshop 5% Revenue management game 5% Homework assignments 30% (3 x 10%) (there are no extra credit assignments in this course) 2 Grading scale A 90 to 100 B+ 87 to less than 90 B 80 to less than 87 C+ 77 to less than 80 C 70 to less than 77 D+ 67 to less than 70 D 60 to less than 67 F less than 60 Homework Assignments All homework assignments must be completed in teams. You have the option to select your team. If you want to select your team, please turn the list of your team members in at the beginning of the third class, (3 to 4 members per team). If you do not sign up for a team, the instructor will assign you to a team. If a team has three members, a fourth member may be assigned to the team if necessary. Important Note: All homework assignments should be comprised solely of the independent work of your team. Team members are not allowed to collaborate with others outside of their team on these assignments, nor are they allowed to refer to completed assignments of other teams as they prepare their own. Any behavior violating these guidelines will result in a grade of zero for the homework assignment. Make sure that everyone in the group understands how to do the homework assignments since some aspects of the assignments may appear on the midterm or final exam. Excel Workshop This semester we are moving our required Excel Workshop from the GSCOM Capstone class to this class. We found that students have not had the time to focus on the workshop while working on their projects. Also, we thought it would be preferable if …

“Culture shocks” in inter‐cultural service encounters?

Abstract: Service customers perceive quality in the moment of interaction with the service provider. In times of globalization, it is important for a growing number of service companies to ask if the perceived service encounter quality differs among customers from different cultures. Particularly needed is information about whether problematic “culture shocks” occur in service encounters due to culture‐bound expectations and perceptions. To answer this question, a model of inter‐cultural service encounter quality is presented. In order to test the assumption of “culture shocks” in inter‐cultural service encounters, an empirical study applying the critical incident technique (CIT) was conducted. The unexpected results of this study lead to a further development of the model presented. This gives insights into why, and under which circumstances, inter‐cultural encounters are perceived as less problematic than intra‐cultural encounters. Finally, managerial implications and open research questions are discussed.

Service capability and performance of logistics service providers

Abstract: Drawing on the resource-based view of the firm, this study empirically examines if there exist different types of logistics service providers (LSPs), and whether the types differ in service performance. The study results suggest that there are four discernable types of LSP, according to the service capability displayed by each type, and that differences in service performance exist between the types. The implications of the results are discussed and suggestions for further research in LSPs are offered.

Measuring information systems service quality: lessons from two longitudinal case studies

Abstract: IS service quality was measured three times in an information management consulting firm and an information service business. After the first measurement, IS management initiated several actions to improve service quality. The second measurement indicated that service quality improved in the intervening period. When service quality was measured a third time, it had returned to the levels of the first measurement. The evidence suggests that management’s attention to service quality waned after about a year, and IS management needs to recognize that service quality is not a fad but an ongoing commitment. The paper concludes by recognizing that defivering IS service quality requires action at three levels (strategic, tactical, and operational) and that the ClO must pay continuing attention to IS service quality. A model for building service quality into IS is described.