Development of a Taxonomy of Services to Gain Strategic Marketing Insights

Bowen, John T.

doi:10.1177/009207039001800104

Cited by 185 publications

(252 citation statements)

References 11 publications

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“…Using Bowen's (1990) classification of services, the samples were characterized as either low or high-contact service settings. For the former, examples include services typically directed at people that provide standardized service solutions and have low customer contact (e.g.…”

Section: Methodsmentioning

confidence: 99%

Customer delight and work engagement

Barnes

Collier

Robinson

2014

Journal of Services Marketing

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of the current research is to evaluate how customer contact level and customer service-based role conflict influence the relationship between customer emotions and work engagement, while simultaneously evaluating psychological capital as an outcome of work engagement. Customer service research highlights the impact of employee attitudes and behaviors on customer satisfaction. More recently, this relationship has been examined in reverse, evaluating how customer emotions influence the employee. Unfortunately, previous research has not evaluated variables that inhibit the impact of customer emotions on the employee. Design/methodology/approach -Data were collected from frontline employees across high and low customer contact service contexts. The hypothesized relationships were tested using structural equation modeling. Findings -This research provides empirical evidence that employee-perceived customer delight impacts employee work engagement. However, through a process of feedback, customer service-based role conflict impacts the relationship between customer emotions and employee emotions. Finally, the conceptual model illustrates how engaged employees can create their own personal resources vis-à -vis the broaden-and-build theory of positive emotions. Research limitations/implications -This research identifies both antecedent and outcomes variables associated with work engagement, as well as identified mediating factors. Practical implications -Results suggest that the quality and level of contact that frontline employees have with customers impact their work engagement. Furthermore, engaged frontline employees have the ability to create their own personal resources. Originality/value -This research makes contributions to the understanding of the impact of positive customer emotions on frontline employees.

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Section: Methodsmentioning

confidence: 99%

Customer delight and work engagement

Barnes

Collier

Robinson

2014

Journal of Services Marketing

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“…Since the emotional interaction between a service worker and customer will influence a customer's service experience and perception about the quality of service (Bowen, 1990;Tsai, 2001), we argue that employees' emotional regulation during service encounters impacts those customer outcomes, such as customer satisfaction, which are essential for service success. More specifically, we argue that the emotional labor strategies used by service employees, namely, genuine emotional display (deep acting) or fake emotional display (surface acting), differentially impact customer satisfaction.…”

Section: Emotional Labor and Customer Satisfactionmentioning

confidence: 99%

Customer response to employee emotional labor: the structural relationship between emotional labor, job satisfaction, and customer satisfaction

Hur

Moon

Jung

2015

Journal of Services Marketing

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Purpose – This study aims to extend emotional labor theories to the customer outcomes by examining a theoretical model of how emotional labor performed by the service worker affects customer satisfaction in a mediated way. Design/methodology/approach – Structural equation modeling analyses partially support for our hypotheses from 282 dyadic survey data [i.e. service interactions customers (seniors) and service employees (caregivers)] from a home caregiver firm in South Korea. Findings – The results of our study found that employee’s emotional regulation strategies of deep acting and surface acting differentially affect customer satisfaction, and that employee’s job satisfaction mediates the relationship between employee’s emotional regulation strategies and customer satisfaction. More specifically, the relationship between surface acting and customer satisfaction is fully mediated by employee’s job satisfaction, whereas the relationship between deep acting and customer satisfaction is partially mediated by employee’s job satisfaction. Originality/value – Our study is the first to provide an empirical test of how employee job satisfaction mediates the relationship between employee emotional labor and customer satisfaction in service interactions. This research sheds light on the crucial role of employee job satisfaction that can be an important consideration to boost service quality and customer satisfaction by facilitating employee emotional labor.

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“…Because of the large number of industries sampled, the incidents were divided according to Bowen's (1990) taxonomy of services. Because of its empirical basis, this taxonomy has been utilized repeatedly in service research (e.g., Gwinner, Gremler, and Bitner 1998;Hennig-Thurau, Gwinner, and Gremler 2002).…”

Section: Data Collection and Samplementioning

confidence: 99%

“…This category had four subcategories: good encounter (42.2 percent), moderate-without specific expectations (24.4 percent), professional server (18.7 percent), and previous experience (9.8 percent). Nearly half of all moderate expectations were classified as good encounter, Bowen (1990), Group 1 = services typically directed at people who provide customized service solutions and have high customer contact; Group 2 = services directed at an individual's property with low customer contact and customization; Group 3 = services typically directed at people who provide standardized service solutions and have moderate customer contact.…”

Section: Q2: Relationship Of Expectations To Delightmentioning

confidence: 99%

Investigating the Key Routes to Customer Delight

Barnes

Ponder

Dugar

2011

Journal of Marketing Theory and Practice

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Recent empirical research has shown the benefits for the service firm of providing customer delight. With this link established, it is now important to garner a greater understanding of the drivers of customer delight from the customer's perspective. In response, this research addresses three focal issues: (1) evaluating the types of employee behaviors in a service encounter that lead to delight, (2) assessing consumers' expectations prior to their delightful encounter, and (3) ascertaining the differences between satisfactory and delightful encounters at the customer level. The findings indicate that employee affect and employee effort are the strongest factors in producing delight. These factors were both ranked higher than employee skills with regard to delight. Importantly, it seems that the power of these factors has not been fully revealed in previous research. Further, this research provides support for the usefulness of both the disconfirmation paradigm and the less-utilized needs-based model for evaluating customer delight.

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Development of a Taxonomy of Services to Gain Strategic Marketing Insights

Cited by 185 publications

References 11 publications

Customer delight and work engagement

Customer delight and work engagement

Customer response to employee emotional labor: the structural relationship between emotional labor, job satisfaction, and customer satisfaction

Investigating the Key Routes to Customer Delight

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