Exploring the information technology contribution to service recovery performance through knowledge based resources

Abstract

PurposeThe objective of this paper is to highlight the importance of information technology in service recovery performance through the exploration of its influence on service recovery performance components and determinants.Design/methodology/approachA general inductive approach for analyzing qualitative data was adopted since the main research question of “How can information technology enable successful service recovery?” has not been examined in the complaint management literature. Data were collected through in‐depth interviews with key executives working in the Tunisian banking sector.FindingsDrawing on the knowledge‐based view (KBV), the authors develop a general framework to understand the differences in service recovery performance (SRP). The research shows that various knowledge‐based resources such as customer orientation (CO), internal orientation (IO), and information technology (IT) complement one another to impact on SRP. Ignoring the complementarities of these resources in assessing SRP can seriously underestimate the impact of IT on the knowledge assets that are embedded in the firm recovery competency. This distinctive business competency is labelled knowledge enabled recovery effectiveness (KERE).Research limitations/implicationsGiven the exploratory nature of this study, these preliminary results need quantitative research to refine theory and measurement of service recovery capabilities and for future validation of the proposed framework.Practical implicationsThe findings provide important implications for the effective design and the automation of complaint management and for the intervening mechanisms that govern the IT business value.Originality/valueThe paper examines the issue of complaint management from a knowledge based view and calls for the need to consider specific customer relationship management (CRM) areas as a set of knowledge based activities.

The Role of Service Providers’ Resilience in Buffering the Negative Impact of Customer Incivility on Service Recovery Performance

“…To date, the majority of research has focused on customer perceptions [11], whereas only a few studies have analyzed this topic from the service provider perspective [12]. To date, only a few studies have examined the direct association between CO and SRP, with previous investigations on this topic predominantly concentrating on organizational-level CO [13][14][15]. Moreover, to the best of our knowledge, no previous studies have analyzed resilience as a possible buffer for negative effects of customer incivility (CI) on SRP.…”

Bureaucratic Reform by Building Trust in Citizens: Best Practices from Local Online Complaints

“…Complaints in classical literature have been mentioned as a mechanism for solving problems (Ross & Littlefield, 1978). This is because, with complaints or reports, organizations can learn about things that need to be improved in terms of service and organizational performance (Hammami & Triki, 2011). If the complaint mechanism is not managed properly, dissatisfied people can spread their dissatisfaction by word of mouth, and this has a negative impact on the image of the institution (Bolkan, 2018).…”

The role of big data analytics and organizational agility in improving organizational performance of business processing organizations

“…It also includes changes within the processes of innovation and project planning (Fernando et al, 2018). OA focuses on identifying market needs and shortening the technical and manufacturing cycles to save time, cost and other resources (Mjahed Hammami and Triki, 2011). Through OA, an organization can respond to the variations within the allocated time and effectively utilize changes as opportunities (Karam et al, 2017).…”

“…In today's fast-paced environment, rapid responses to unexpected changes should be expected to benefit from such changes. Therefore, OA is required as speed and innovation are vital domains (Mjahed Hammami and Triki, 2011). It empowers decision-making and improves responses toward customers.…”

“…Both, SA and OA utilize latest tools, models, methods and information to respond to the customers' needs and requirements. At the same time, they develop a pattern and trends for the future and the organization adopts the same strategy in the long run (Mjahed Hammami and Triki, 2011). Agility Theory (AT) also proclaims and supports the same phenomenon.…”