Explores the extent to which the construct service quality plays in an internal marketing setting. A conceptual model known as the``Internal Service Quality Model'' was designed based on the original``GAP Model'' developed by Parasuraman. The model evaluated the dimensions, and their relationships, that determine service quality among internal customers (front-line staff) and internal suppliers (support staff) within a large service organisation, namely, Singapore Airlines. The dependent variable in this study was internal service quality (ISQ), while the independent variables were tangibility, reliability, responsiveness, assurance, and empathy. The results suggest that the perceptions and expectations of internal customers and internal suppliers play a major role in recognising the level of internal service quality perceived. The acceptance of the postulated hypotheses has confirmed the importance of the internal service quality construct, thus acknowledging the usefulness of the INTSERVQUAL instrument and the conceptualised Internal Service Quality Model proposed in this research study.
This paper reviews the range of strategic tools and techniques available to strategic planners. • The study focuses on strategic planning tool usage by small and medium-sized enterprises (SMEs) in Western Australia, Singapore, Hong Kong and Malaysia. • A six-stage strategic framework was used to provide for 36 core strategic tasks. • Results are contrasted with a previous study published in this journal that considered the use of strategic tools by organizations in the United Kingdom and New Zealand.• SMEs were found to use a restricted range of strategic tools. There is a need for a wider understanding of the tools available and their application to strategy development.
Over the past decade, SERVQUAL has emerged as perhaps the most popular standardized questionnaire to measure service quality. In this study, a conceptual model, INTSERVQUAL, was designed based on the original “Gap Model”, to explore the extent to which the construct service quality plays in an internal marketing setting. The research was conducted in a major international airline. The expectations and perceptions scales have emerged as measures with excellent internal consistency reliabilities. The two scales exhibited adequate validity as separate measures of front‐line staff (customer‐contact personnel) expectations of support services; and their perceptions of the support staff’s performance. The results indicated that the scales can be successfully used to assess the magnitude of the gap between front‐line staff perceptions and expectations.
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