Service Failure and Recovery in B2B Markets – A Morphological Analysis

Baliga, Ashwin J.; Chawla, Vaibhav; M, Vijaya Sunder; Ganesh, L.S.; Sivakumaran, Bharadhwaj

doi:10.1016/j.jbusres.2020.09.025

Cited by 36 publications

(37 citation statements)

References 207 publications

(295 reference statements)

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“…Past research on SFR primarily focused on three main streams. The first stream examined the critical effect of SFR strategies on a firm's service quality and performance (Baliga et al, 2020 ; Durvasula et al, 2000 ; Van der Heijden et al, 2013 ). These studies mainly addressed the economic and customer retention benefits of SFR.…”

Section: Theoretical Underpinningmentioning

confidence: 99%

Exploring customers' responses to online service failure and recovery strategies during Covid‐19 pandemic: An actor–network theory perspective

Ozuem

Ranfagni

Willis

et al. 2021

Psychology and Marketing

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While the debate on online service failure and recovery strategies has been given considerable attention in the marketing and information systems literature, the evolving Covid‐19 pandemic has brought about new challenges both theoretically and empirically in the consumption landscape. To fully understand customers' responses to service failure during a crisis we asked 70 millennials from three European Countries—Italy, France, and the UK—to describe their responses to service failure during the Covid‐19 pandemic (30 completed a 4‐week diary and 40 completed a 4‐week qualitative survey). Drawing on phenomenological, constructivist, and hermeneutical approaches, and utilizing an actor–network theory perspective, the current study proposes a new framework for understanding customers' responses to online service failure and recovery strategies during the Covid‐19 pandemic. Conclusions highlight implications for theory, policy, and management practice through extending comprehensions of service failure recovery processes by examining how marketing policies generate different social impacts during a crisis situation which facilitate the achievement of customer satisfaction and positive outcomes.

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Section: Theoretical Underpinningmentioning

confidence: 99%

Exploring customers' responses to online service failure and recovery strategies during Covid‐19 pandemic: An actor–network theory perspective

Ozuem

Ranfagni

Willis

et al. 2021

Psychology and Marketing

View full text Add to dashboard Cite

show abstract

“…Thus, the study enhances the understanding of the relative importance of the barriers impeding SR in an IT industry context. Second, the extant literature on B2B SR is focused on operational-level decisions (such as identifying the fit of SR mechanisms with the contextual factors, such as type of failure and source of failure) (Baliga et al , 2020). However, as found in our study, these operational-level decisions are strongly influenced by strategic barriers that have been ignored in the literature.…”

Section: Implications Limitations and Scope Of Future Workmentioning

confidence: 99%

Barriers to service recovery in B2B markets: a TISM approach in the context of IT-based services

Baliga

Chawla

Sunder

et al. 2021

JBIM

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Purpose To address service failure issues, scholars have recognized several service recovery (SR) mechanisms. However, there exist many barriers that retard an effective SR process, and those often lead to negative consequences. Although this is a generic problem applicable across markets, it becomes critical in B2B markets, as they deal with high impact and corporate customers. The purpose of this paper is to identify these SR barriers in B2B markets and explore their linkages toward identifying the key driving barriers. Design/methodology/approach A four-phased methodology to address this call in the IT services industry was used. First, the identification phase led to the selection of 27 barriers based on literature. Second, in the prioritization phase, 12 salient barriers were prioritized with the help of an expert panel. Third, in the modelling phase, the total interpretive structural modelling (TISM) technique was used to examine the mutual influences among these barriers toward modelling their linkages using a digraph. Finally, in the classification phase, these barriers were graphically plotted and classified into four quadrants based on their dependence and driving powers by using Matriced Impacts Croisés Multiplication Appliquée á un Classement (MICMAC) analysis. Findings Two strategic barriers, namely, technology obsolescence and poor top management commitment, presented the strongest challenges against effective SR, as they were least dependent on other barriers and exerted strong influence over the operational barriers to executing SR. Practical implications Because the strategic level barriers, exerting strong influence against effective SR, arise from the strategic choices of board and the C-suite, this paper helps them anticipate the recovery-related after effects of their choices, thus helping them in making better decisions. Originality/value This paper contributes to research as it is first of its kind to explore and link SR barriers in B2B markets.

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“…The existing research in the B2B crisis has focused on the financial crisis (Grewal and Tansuhaj, 2001), service crisis (Baliga et al, 2021), product crisis (Yuan et al, 2020) and brand crisis (Beverland et al, 2007) amplified through conventional media and focused on how organisations stake social media into account in crisis communication. Existing research also focused on the barriers in the adoption of social media due to brand awareness in B2B (Dwivedi et al, 2021), challenges of social media in B2B small-andmedium enterprises context (Iannacci et al, 2020), integration of cognitive chatbot with social media for continuous improvement of personalised contextual customer service in B2B context (Behera et al, 2021) and lack of a clear understanding of social media-enabled service co-creation in B2B non-profit organisations (Namisango et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

A Techno-Business Platform to Improve Customer Experience Following the Brand Crisis Recovery: A B2B Perspective

et al. 2022

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A platform is a business model that allows business-to-business (B2B) participants to connect, interacts, create and exchange value. B2B exploits social media for brand building and branding is vulnerable to attacks, which leads to a brand crisis. B2B should characterise such crisis and respond proportionally to avert damage to social listening (SL). To diminish damages, the solution is to measure customer experience (CX), especially in a crisis situation. The study proposes an analytics-enabled customer experience (AeCX) platform for emotion detection in social media and measures CX after recovering from such crisis, by exploring recovery time objective (RTO), recovery point objective (RPO), techno-business features (TBF), SL and perceived risk (PR). A quantitative research methodology is used on primary data collected from 302 B2B participants. The study reveals improvement in CX and the results provide evidence that social media channels and the TBF of AeCX have become important.

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Service Failure and Recovery in B2B Markets – A Morphological Analysis

Abstract: Highlights Morphology of Service Failure and Recovery in B2B markets is analyzed. Eight dimensions and 62 variants are identified. 418 research gaps identified using a Variants Intersection Matrix. Service failure modes and combinations of recovery mechanisms are highlighted.

Cited by 36 publications

References 207 publications

Exploring customers' responses to online service failure and recovery strategies during Covid‐19 pandemic: An actor–network theory perspective

Exploring customers' responses to online service failure and recovery strategies during Covid‐19 pandemic: An actor–network theory perspective

Barriers to service recovery in B2B markets: a TISM approach in the context of IT-based services

A Techno-Business Platform to Improve Customer Experience Following the Brand Crisis Recovery: A B2B Perspective

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