Do Frontline Mechanisms Matter? Impact of Quality and Productivity Orientations on Unit Revenue, Efficiency, and Customer Satisfaction

Marinova, Detelina; Ye, Jun; Singh, Jagdip

doi:10.1509/jmkg.72.2.28

Cited by 96 publications

(116 citation statements)

References 71 publications

Supporting

Mentioning

109

Contrasting

Order By: Relevance

“…As we have noted, while a dual strategy is desirable, it is particularly difficult to achieve for service organizations (Anderson et al 1997;Marinova et al 2008;Rust and Huang 2012;Singh 2000). To explore potential ways to achieve CESE, we examine next the root causes underlying the service excellence-productivity conflict by integrating the service quality and productivity literature.…”

Section: Empirical Evidencementioning

confidence: 99%

“…These two approaches conflict because too strong a focus on cost reduction associated with productivity can reduce customer satisfaction, and concentration on customer satisfaction is assumed to cost more, thereby reducing productivity (Rust and Huang 2012). Research in marketing has confirmed this tradeoff (Anderson et al 1997;Rust and Huang 2012), and it has been shown to be more pronounced in services than in goods, especially when frontline employees are involved (Anderson et al 1997;Marinova et al 2008;Singh 2000). In addition to the intangibility and variability of services that make them more difficult to standardize (Chase 1978;Frei 2006), perceived quality in services frequently depends on customization desired by consumers.…”

mentioning

confidence: 99%

See 1 more Smart Citation

Cost-effective service excellence

Wirtz

Zeithaml

2017

J. of the Acad. Mark. Sci.

180

117

View full text Add to dashboard Cite

This article integrates relevant literature to develop a conceptual model on the potential avenues to achieve service excellence at low unit costs, which we term cost-effective service excellence (CESE). To gain a deeper understanding of these strategies, their applicability and interrelatedness, we analyze how 10 organizations have achieved CESE. Our findings show that CESE can be achieved through three core strategies. First, a dual culture strategy provides a comprehensive set of highquality services at low cost, largely driven by leadership ambidexterity and contextual ambidexterity. Second, an operations management approach reduces process variability and thereby allows the increased use of systems and technology to achieve CESE. Third, a focused service factory strategy can enable CESE through a highly specialized operation, typically delivering a single type of service to a highly focused customer segment. The use of the three approaches ranges from Bpure^(e.g., mostly pursuing a dual culture strategy) to combinations of the latter two approaches with the dual culture strategy (e.g., a focused service factory strategy combined with dual culture). Our conceptual model provides an integrated view of the strategic options available to organizations that aim to pursue a strategy of CESE.

show abstract

Section: Empirical Evidencementioning

confidence: 99%

mentioning

confidence: 99%

Cost-effective service excellence

Wirtz

Zeithaml

2017

J. of the Acad. Mark. Sci.

180

117

View full text Add to dashboard Cite

show abstract

“…With relationship marketing, organizations try to form long-term alliances with customers by using "a combination of customized products, customized communication, and customized service and delivery-in effect, treating each customer as a unique segment of one". Marinova et al (2008) maintain SQ as an evolutionary process that begins prior to transaction takes place and continues even after the exchange. Taris and Schreurs (2009) emphasized customer satisfaction as the result of value creation by satisfied and loyal workforce of the unit.…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of service quality and satisfaction on employee loyalty: An empirical investigation in Indian SMEs

Gandhi¹,

Sachdeva²,

Gupta³

2018

10.5267/j.msl

View full text Add to dashboard Cite

This study uses a hybrid scale to identify the factors contributing to internal and external service quality at employer-employee interface in the SMEs of emerging economies like India. 144 shop floor workers and executives working in different SMEs situated in northern India participated in an interview schedule to rate the quality of services being offered to (and delivered by) the employees in such units on 1-5 Likert scale. Application of factor analysis followed by Structural Equation Modelling developed a model showing how organization's HR practices influences employee service quality which consequently leads to Satisfaction and Loyalty which are the established indicators of competitive advantage for such firms. The model is empirically validated using model fit indices and is found satisfactory. This paper thus proposes an empirical framework for the measurement of employee service quality in a relatively less explored sector. This study finds support for strengthening relationships with employees to achieve a culture of achievement in SMEs. The two scales proposed in this study can be used as benchmarks by SME practitioners for evaluation of services being offered to (and delivered by) their employees. The methodology used may be applied in more such settings for evolving a generic and tailor-made scale.

show abstract

“…Scholars dully recognize the importance of quality orientation for service sector organizations. According to them, quality orientation is an important tool that helps achieve competitive advantage, yet it is one of the least researched topics, especially in the service sector [5]. The service sector, by and large, capitalizes upon its human resource to achieve and sustain competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

2018

View full text Add to dashboard Cite

Transformational training programs, employee loyalty and quality orientation of employees have been some of the important concerns for both academicians and practitioners for decades. Yet, little is known about their underlying relationship dynamics, especially in the context of higher education institutions. The pivotal aim of this study was to investigate the interplay of transformational training programs, loyalty and quality orientation of employees. For this, a causal model demonstrating the direct and indirect relationships of transformational training programs, employee loyalty and quality orientation was built and tested. Data for this study were collected from 212 (n = 212) academics (deans, head of departments and faculty members) from all private sector universities in Amman, Jordan, through a cross sectional survey. Results indicated that both direct and indirect effects of transformational training programs on quality orientation of employees were significant. More specifically, the positive effects that transformational training programs have on quality orientation of employees are through employee loyalty. This finding significantly advances the existing body of knowledge and implies that transformational training programs enhance employees' loyalty which, in turn, escalates employees' orientations towards quality. Hence, it is concluded that the objective of inculcating quality orientation amongst employees cannot be achieved with mere reliance upon transformational training programs. Several contextual factors, such as employee loyalty, should also be focused on and fostered to ensure the effects that training programs have on certain desirable outcomes.

show abstract

Do Frontline Mechanisms Matter? Impact of Quality and Productivity Orientations on Unit Revenue, Efficiency, and Customer Satisfaction

Cited by 96 publications

References 71 publications

Cost-effective service excellence

Cost-effective service excellence

Impact of service quality and satisfaction on employee loyalty: An empirical investigation in Indian SMEs

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

Contact Info

Product

Resources

About