Emerald
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Mobile Commerce: Technology, Theory and Application20041Brian E. Mennecke and Troy J. Strader. <i>Mobile Commerce: Technology, Theory and Application</i>. Hershey, PA: Idea Group Publishing 2003. 339 pp., ISBN: 1‐59140‐044‐9
Emerald - Tập 15 Số 2 - Trang 220-224 - 2004
The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study Presents the findings of a study performed on data from a large bank’s retail‐banking operations. Illustrates the relationship of customer satisfaction to customer loyalty, and customer loyalty to profitability, using multiple measures of satisfaction, loyalty, and profitability. An estimate of the effects of increased customer satisfaction on profitability (assuming hypothesized causality) suggests that attainable increases in satisfaction could dramatically improve profitability.
Emerald - Tập 7 Số 4 - Trang 27-42 - 1996
The qualitative satisfaction model Notes that the premiss of all efforts to achieve customer satisfaction is the basic assumption that customer satisfaction leads to customer loyalty. Although this thesis sounds reasonable, empirical studies indicate that satisfaction often is only a weak indicator of customer loyalty. This can partly be explained by shortcomings in satisfaction measurement. In applying unidimensional rating scales, it is assumed that customers who give the same satisfaction score also experience the same emotions, cognitions and intentions. This assumption is questionable, for satisfaction also has a qualitative dimension. Presents a qualitative satisfaction model, which results in five different qualitative satisfaction types with different patterns of emotions, cognitions and intentions. Results from an empirical study suggest that these satisfaction types imply different levels of the risk that even satisfied customers terminate a business relationship and switch to competitors.
Emerald - Tập 8 Số 3 - Trang 236-249 - 1997
Services Innovation: Successful versus Unsuccessful Firms There is some acceptance of the idea that services and products are
so intertwined that the process for development is the same, but there
has been no rigorous empirical evidence to support that contention. Uses
data collected in in‐depth interviews with 80 senior level managers in
16 different firms, 25 group discussion sessions with 388 executives in
241 additional firms, and from a mail survey of 217 senior managers in
firms from 11 differing service categories. In all three phases,
elements of the service innovation process were examined. Examines the
general similarity to new product development and concentrates on the
major factors differentiating successful from unsuccessful service
innovation. Concludes that there is some similarity between product and
service innovation processes, but that significant differences exist,
with the service arena demonstrating more of a lack of new service
strategic planning, reliance on competitive imitation for new concepts,
and less presence of innovation champions. Successful firms in new
service development more closely fit innovations with the current
business than do unsuccessful firms. They also present more of an
opportunity for a champion to stay and manage a new offering after
launch. There is no apparent difference in the formality of the process
between successful and unsuccessful managers, with most service firms
reporting a more ad hoc process.
Emerald - Tập 4 Số 1 - Trang 49-65 - 1993
Service case scheduling Numerous services involve the processing of individual customer cases. These cases require a service provider to accomplish several tasks, many of which involve precedence relationships and sequence‐dependent setup times. In addition, time lags may be required between certain tasks to permit processing external to the service provider. Finally, satisfaction of customer demand is typically constrained by the availability of the service provider, who seeks to accomplish tasks with an eye toward several dynamic objectives. This problem, designated the service case scheduling problem, is logically described in terms of its objectives, constraints, and characteristics. A simulation study is then used to produce general recommendations for the problem's solution in practice.
Emerald - - 2004
Linking communication to innovation success in the financial services industry: a case study analysis Reports the findings of an exploratory case study research on the contribution of internal and external communication to the commercial success of financial service innovations. An extensive case study research involving four innovation projects was conducted within a leading Belgian bank. The desk research and the 32 in‐depth interviews with senior managers and project leaders served as a platform for theory development. A propositional framework was developed that offers a contingency perspective regarding the role of communication during the different stages of the service innovation process. While many of the existing studies in the field have exclusively focused on external communication, the effectiveness of internal communication is a critical success factor. Furthermore, path dependency effects were created in the project life‐cycle of the financial service innovation projects. Finally, the findings suggest that the effectiveness of internal and external communication depends on the level of intangibility, heterogeneity, simultaneity and perishability of the new service offering.
Emerald - Tập 10 Số 1 - Trang 23-48 - 1999
Organizational teamworking frameworks: evidence from UK and USA‐based firms Draws from case study research conducted in 14 UK and USA‐based manufacturing and service firms, most with mature teamworking structures. Aims to examine practitioner perspectives and current practices in teamworking and to assess the strategic contribution that work‐based teams are making to quality improvement.
Emerald - - 1997
Internationalization of professional service firms as learning – a constructivist approach Purpose Internationalization process research has conceptualized the cross‐border move of firms as a process of learning. Yet, little attempts have been made to develop a constructivist learning theory of the internationalizing firm. The aim of this paper is to apply a contemporary learning theoretical framework to analyze the internationalization of professional service firms. Design/methodology/approach A constructivist theory of learning is applied. Findings The paper explains learning during the internationalization process of professional service firms as a process of social interaction with the socio‐cultural environment. The paper outlines specific individual and social mechanisms through which firms acquire new knowledge when moving across borders and embed themselves into a new socio‐cultural market domain. Research limitations/implications The argument is theoretical in nature and has particular implications for future empirical research, which may investigate the specific social learning mechanisms of the internationalizing firm in particular professional service industries and cultural settings. Originality/value The application of a constructivist theory of learning to the internationalization of professional service firms is unique until now to the research field.
Emerald - Tập 18 Số 2 - Trang 140-151 - 2007
Leveraging technology to improve field service The primary objective of this paper is to propose a theoretical framework for assessing the role and influence of technology in creating an effective field service organization. We examine the role of technology in the context of managing relationships among the company, its employees and customers. Using the analogy of a country managing its foreign affairs, we suggest that consistent and concurrent attention to carrying out Diplomacy, Preparedness and Engagement responsibilities with the aid of Technology (DPEAT) would result in superior service outcomes. We illustrate implementing our framework in a field service organization and use a published case study to demonstrate the application of our model.
Emerald - Tập 13 Số 1 - Trang 47-68 - 2002
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