The impact of quality practices on customer satisfaction and business results: product versus service organizations

Nilsson, Lennart; Johnson, Michael D.; Gustafsson, Anders

doi:10.1016/s1084-8568(01)00026-8

Cited by 135 publications

(123 citation statements)

References 49 publications

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“…First, customers tend to be more satisfied with "products" than they are with services (Fornell et al 1996). Services are "co-produced" by both the provider and the recipient, allowing the provider less control over the process, and services rely more on the human resources of the provider organization, such that they are less susceptible to standardization (Anderson, Fornell, and Rust 1997;Johnson and Fornell 1991;Nilsson et al 2001). Services are more intangible than products, making it "difficult for customers to understand service quality" (Nilsson et al, 2001, 12).…”

Section: "Customer Satisfaction" In Policingmentioning

confidence: 99%

“…Second, employee management has a direct effect on business results (Nilsson et al 2001)-organizational effectiveness, the use of resources, profits, and revenue growth-as well as indirect effects, through organizational orientations to both customers and processes. Furthermore, customer loyalty to a service provider tends to be earned through high-quality performance, while customer loyalty to a product tends to be "bought" through product discounting, which is not generally feasible with service provision (Edvardsson et al 2000).…”

Section: "Customer Satisfaction" In Policingmentioning

confidence: 99%

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Mirage of Police Reform: Procedural Justice and Police Legitimacy

Worden¹,

McLean²

2017

126

137

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Section: "Customer Satisfaction" In Policingmentioning

confidence: 99%

Section: "Customer Satisfaction" In Policingmentioning

confidence: 99%

Mirage of Police Reform: Procedural Justice and Police Legitimacy

Worden¹,

McLean²

2017

126

137

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“…On the basis of a discriminant analysis, more positive correlations between parameters of quality and performance for producting company were shown, than for companies providing services. Those who were interested in differences between manufacturing companies and providing services were also Brought to you by | MIT Libraries Authenticated Download Date | 5/9/18 12:25 PM Johnson Nilsson and Gustafsson (Nilsson, Gustafsson, 2001). It was also shown that older managers from producting companies do not tend to perceive the relationship between the quality of products and five of the nine performance parameters such as size of market share.…”

Section: Theoretical Delineation Of the Issues Researchedmentioning

confidence: 99%

Relationship between Quality and Performance: Tourism Companies in the Czech Republic

Sedláček¹,

Suchánek²,

Špalek³

et al. 2011

Review of Economic Perspectives

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This article analyzes perception of quality as a factor of performance of companies operating in the tourism industry. The introduction defines business performance and quality with a focus on tourism companies. A synthesis of findings from empirical studies conducted abroad follows, and is focused on the determinants of performance of a company (success), including the quality management which emerged as one of the important factors, and so these findings justify the importance of quality management in business practice. The aim of this article is to find the perception of quality and emphasis on the quality management of tourism companies in the Czech Republic. To identify the specific characteristics of quality perception and management in this sector, comparative analysis of questionnaire results, and results of a financial analysis of companies from various sectors of the Czech economy, with emphasis on tourism, has been used. It has been proved that enterprises in the sectors surveyed perceive quality as the key factor in business performance; it was also empirically shown that companies with higher levels of service quality reach better values of financial indicators. Also it was found that although tourism companies perceive the service quality of as one of the key success factors, the level of its actual implementing is low. This is related to the fact that relatively good financial results can be achieved in this industry without adjustment of the maximum customer service. This fact is also confirmed by the findings that show that in comparison to companies in other sectors, tourism companies still perceive relationship between quality production and business performance as substandard. The paper focuses on a problem that is usually not solved in literature. Of course, there is a group of studies which deals with quality, service quality or performance, but authors did not find any specialized studies that look into the relationship between service quality and performance, moreover in conditions of the Czech Republic. For us, the most important thing is to fill this white place of science. Because of 63.6% enterprises in the Czech Republic pursue in the service sector (Czech Statistical Office, 2010), it is fundamental to asnwer the question of their quality, and especially the influence of their quality to their performance, thanks to permanently increasing and changing competitive environment.

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“…His findings indicated an improvement in motivation and job performance as quality control skills increased. Improved quality control practices by employees also have an impact on customer satisfaction according to Nilsson, Johnson, and Gustafsson (2001). Suleiman and Yourstone (1998) investigated the effects of training, performance evaluation, and rewards on the successful implementation of a quality management program.…”

Section: Previous Workmentioning

confidence: 99%