The Palgrave handbook of service management

著者

• Edvardsson, Bo
• Tronvoll, Bård

書誌事項

The Palgrave handbook of service management

Bo Edvardsson, Bård Tronvoll, editors

（Palgrave handbooks）

Palgrave Macmillan, c2022

タイトル別名

Handbook of service management

Service management

注記

Includes bibliographical references and index

内容説明・目次

内容説明

This handbook provides an innovative, thorough overview of service management. It draws together an impressive, international group of leading scholars who offer a truly global perspective, exploring current literature and laying out guidance for future research. Beginning with defining service as a perspective on value creation, and service management as "a set of organizational competencies for enabling and realizing value creation through service," it then moves on to follow the evolution of service research. From there, the book is structured into six main themes: perspectives on service management; service strategy; service leadership and transition; service design and innovation; service interaction; quality and operations; and service management and technology. This book is valuable reading for academics, lecturers, and students studying service management, operations management, and service research.

目次

• THEME 1: Perspectives on Service Management 1.1 Service Management: Evolution and State-of-the-art Bo Edvardsson, professor, Center for Service Research, Karlstad University, Sweden, [e-mail] Bard Tronvoll, professor, Center for Service Research, Karlstad University, Sweden and Inland Norway University of Applied Sciences, Norway, [e-mail] We define service as a perspective on value creation and service management as "a set of organizational competencies for enabling and realizing value creation through service" The chapter gives a brief overview of the evolution of service research and how to managing service in practice. A major part of the chapter will focus on a state-of-the-art discussion on the different themes of the book, including how they are related. This will be illustrated with examples from service management practice. 1.2 Service Management - Scope, challenges, and future developments Prof. a.D. Dr. Dr. h.c. Michael Kleinaltenkamp, Freie Universitat Berlin, School of Business & Economics, Marketing Department, Germany Email: [e-mail] Based on the different understandings of the concept of service, the chapter will first give an overview of the different forms of service management (e.g. B2C vs. B2B, person-related vs. object-related, individual vs. collective, analog vs. virtual). In addition, specific challenges service management is facing are explained (e.g. integration of various resources and actors, significance of human resources, human-machine interaction). Finally, future developments in service management are discussed. They relate to the simplified and cost-efficient coordination of getting access to resources, new forms of securing and transferring rights, the reduction of (labor) costs through the use of new technologies, the development of new service offerings resulting from increased and simplified data use, and finally the development of new service offerings related to service-related data use itself. 1.3 Service-Dominant Logic: Foundations and Service Management Applications Stephen L. Vargo, Professor, Shidler College of Business, University of Hawaii at Manoa, USA, Email: [e-mail] Dr. Julia Fehrer, Senior Lecturer, University of Auckland, New Zealand, Email: [e-mail] As a metatheoretical framework for understanding value cocreation through service ecosystems, Service-dominant Logic has been evolved over the last 20 years. This chapter will highlight that development and provide an overview of the current sate and status of the framework. Additionally, it will address midrange theory application of the framework for service management. 1.4 What Service Science Means for Service Practice Paul P. Maglio, Professor, Ernest and Julio Gallo Management Program, University of California, Merced, Email: [e-mail] Service science aims to integrate theories and methods from several areas to create a unified field of science, engineering, management, and design that is focused on complex human-centered service systems composed of people, technology, organizations, and information operating together to create mutual value. Taking a service science perspective means focusing attention on the people, systems, and mechanisms of value creation - and this has implications for service practice, including implications for interaction design, system design, and value assessment. 1.5 Service Management for Business Societal Transformation Professor Bo Enquist, CTF, Service Research Center, Karlstad University, Sweden, Email: [e-mail] Assistant Professor Samuel Petros Sebhatu, CTF, Service Research Center, Karlstad University, Sweden, Email: [e-mail] There is a new reality for business and society that comes before and after the COVID-19 pandemic. Before the pandemic the economic and social service systems were accelerated based on the trends of globalization and tech[i]nology embeded on sustainablility. After the pandemic will have a enduring impact on the way organizaton look and service delivered. This impact with globalization and technology enabling the business societal transformation. A transformation that takes place in complex environments demands the engagement of different types of stakeholders from different organizations and domains, which impact the whole service management integrates both the organization and the customer. Service Management is not only for micro and meso processes. It need also to meet global challenges of complexity and wicked problems. In this book chapter, we go back to the roots of Service Management with a societal aspect
• to serve someone with the insight that business and ethics are intertwined and cannot be separated. The main focus of this chapter is to highlight on using service management for going from firm centric to a broader sustainable stakeholder view, and societal perspective for Business Societal Transformation meeting those challenges of mobilizing, managing and using resources in a more proactive way which is not limit to the boundary of the company itself. The book chapter will contribute on understanding that challenge-driven transformative change is not an ad-hoc change process. It is a vision- and goal-driven change process. Service Management for Business Societal Transformation will got a new meaning not only to handle value co-creation but also related to an open business model and a change of mindset meeting economic, social, and environmental challenges. 1.6 Service Management and Sustainability?? Anu Helkula Eric Arnould THEME 2: Service Strategy 2.1 Servitization - A State-of-the-Art Overview and Future Directions Christian Kowalkowski, Professor of Industrial Marketing, Department of Management and Engineering, Linkoeping University, Email: [e-mail] Wolfgang Ulaga, Senior Affiliate Professor of Marketing, INSEAD Europe Campus, Marketing Area, Boulevard de Constance, 77305 Fontainebleau, France, Email: [e-mail] In many markets, servitization has emerged over the past two decades as a major growth engine for companies for firms seeking to grow beyond their traditional product core. In this chapter, we first discuss the conceptual foundations of servitization and review the main driving forces underlying firms' strategic move towards service transition. We then provide a state-of-the-art overview of the servitization literature and discuss key insights from this prolific research domain. Finally, against the backdrop of growing digital transformation across many industries, we discuss key trends that will accelerate servitization in years to come and suggest avenues for promising future research in this domain. 2.2 Service Strategizing - Shaping Service in Dynamic Contexts STRANDVIK, Tore1, HOLMLUND-RYTKOENEN, Maria2 , LAEHTEENMAEKI, Ilkka 3 Professor Emeritus of Marketing, Department of Marketing, Hanken School of Economics, Helsinki, Finland Email: [e-mail] Professor of Marketing, Department of Marketing, Hanken School of Economics, Helsinki, Finland, Email: [e-mail] Research Fellow, Adjunct Professor, Aalto University School of Science and Technology, Helsinki, Finland, Email: [e-mail] Service strategizing builds on managers mental models and ongoing reflections on changes among customers, in markets and in the environment, transformed into actions. The current business model, service offerings, service processes and organisation and culture represent the organisation's established configuration of business elements that constantly have to be critically evaluated and adapted to changing circumstances. All these elements are grounded in mental models that have been implemented. Changing any of these elements require a critical analysis of assumptions made and changes occurring. Service strategizing becomes a constant process of observation, reflective thinking and implementation of changes on different levels in the organization, ranging from the individual manager to the whole organisation and even the service system. (service strategizing, managerial sensemaking and logics, mental models, market imagination, market innovation, market shaping, resilience, business model innovation, dynamic capabilities) 2.2 Service infusion: Concept and Managerial Challenges Prof. Stephan C. Henneberg, School of Business and Management, Queen Mary University of London, Mile End Road, London E1 4NS|, United Kingdom, E-mail: [e-mail] Prof. Marko Kohtamaki, Strategic Business Development, University of Vaasa, P.O.Box 700, Vaasa, Finland, E-mail: [e-mail], Offering services together or integrated with products represents an important business model innovation for manufacturing companies in business-to-business markets. However, such service infusion, or servitization, that is the transition towards product-service systems (PSS), comes with important managerial challenges on strategic, organisational, and operational levels. This chapter will introduce the issue of service infusion and discuss the different managerial challenges 2.3 Exploring servitization transition - a longitudinal study Peter Magnusson, Professor, CTF, Service Research Center, Karlstad University, Sweden, Email: [e-mail] Jan Erik Odhe, PhD candidate, CTF, Service Research Center, Karlstad University, Sweden, Email: [e-mail] Servitization is often described as a systematic and deliberate strategic process where companies are driven by a vision to ultimately offer solutions to their customers. The literature is full of processes models displaying different steps and stages companies take to become more and more servitized. But what happens in reality, what really makes a difference, and how can an organization actually reframe the business model from being based on production to serve its customers. In this chapter we report the lessons from a longitudinal study, spanning over 12 years, of a manufacturing company's journey from a pure make-to-print towards offering overall solutions. The study is based on archival material and complementary interviews of 22 key personnel. Despite not having a formal change program the company did during the twelve-year period succeed in the transition from pure manufacturing to offer service solutions. This was partly driven by the surrounding ECO-system were the company by servitization adapted to become a functional part of the system. The chapter contributes with managerial insights regarding challenges and drivers for leading a servitization transition. Keywords: Servictization, transition, Service Eco-system, modularization 2.4 Exploring the interdependent roles of value postures of actors in service systems Roderick J. Brodie, Ph.D., Professor in the Department of Marketing at the University of Auckland, New Zealand., Email: [e-mail] Vicki Little Ph.D., Senior Lecturer in the Department of Marketing Monash University Malaysia., Email: [e-mail] Jonathan Baker Ph.D., Lecturer in International Business, Strategy & Entrepreneurship, Auckland University of Technology, Email: [e-mail] Creating and delivering value is a central activity for service organizations. In this chapter, we explore the interrelated roles of different value postures within an organization. We define values postures as the various ways in which actors think about and deal with creating and delivering value to its stakeholders. We develop a conceptual framework that distinguishes systemic, strategic, functional, and front-line value postures in a service system. Cases studies illustrate the theoretical framework, and highlight the pluralistic nature of the service practices that occur in creating and delivering value. 2.5 Service Management Mindsets that Create Positive Customer and Employee Experiences David E. Bowen, Professor, Faculty Emeritus, Thunderbird School of Global Management, Email: [e-mail] Benjamin Schneider, Professor, University of Maryland (Emeritus), Email: [e-mail] A Service is Still All About People Mindset-managers, staff, front-line employees, and customers. If Robots are in the mix, some people decided they should be. A Service Climate Mindset, strategy-driven, shared across all organizational functions, and built on a foundation of employee engagement, all shaped by a "strong" service-oriented HRM system. A Coordination Mindset weaving together all the human and non human actors, functions and levels of the service system. A High-Performing Customers as Competitive Advantage Mindset as customers often help co-produce service and always co-create value. 2.6 How contemporary scholarship addresses service management practices Robert C. Ford, PhD, Professor of Management Emeritus, Department of Management College of Business Administration, University of Central Florida Email: [e-mail] Dr. David Solnet, Associate Professor, University of Queensland, Email: [e-mail] Professor Mahesh Subramony, Professor of Management and Industrial Psychology, Northern Illinois University , Email: [e-mail] Ms Maria Golubovskaya, PhD Candidate, UQ Business School (https://graduate-school.uq.edu.au/profile/412/maria), Email: [e-mail] This chapter discusses how contemporary service management scholarship addresses changes in managerial practices that define the structure and create the organizational culture that optimizes the alignment of a customer service oriented strategy with the human resources and guest expectations. This focus includes how management can find, train and engage a new generation of full and part time workers and managers that can effectively co-produce with customers to co-create value in the service ecosystem while adapting to the challenges of blending technology with human contact to meet or exceed changing customer expectations. 2.7 Smart Ownership - Strategies for the Service Economy Michael Ehret, Reader in Technology Management at Nottingham Business School, Nottingham Trent University, United Kingdom, Email: [e-mail] Jochen Wirtz, Vice-Dean Graduate Studies and Professor of Marketing at the National University of Singapore, Email: [e-mail] Service businesses offer the particular value proposition of providing benefits (e.g. transportation, office space or information), while relieving users from the burdens that come with ownership of complex and valuable assets, such as vehicles, real estate, or data centers. In the sharing economy, unicorn startups like WeWork or Uber have betted multiple billions of dollars on nonownership value propositions with disappointing financial results. This highlights a substantial gap apparent in service-research and management: The mere shifting of ownership titles does not offer a sustainable value propositions. However, a closer look reveals that service firms can and do reach sustainable value propositions from shifts of ownership. For example, cloud computing proves transformative for both, clients and providers of nonownership services. For example, it offers start-ups world class professional data infrastructure with high speed scalability, while turning providers like Amazon Web Services or Microsoft into top investment leagues. In this chapter we take an ecosystem view of ownership and argue that ownership needs to be attuned with organizing principles of eco-systems in order to unveil benefits. We propose smart-ownership as an organizing principle for directing heterogeneous bundles of assets towards service-purposes. We hold that the key challenges of service firms is to configure the physical, intellectual and social dimensions of the service-asset base with a diverse set of corporate and human actors. Two innovations are proving transformative for service management. First, information technology, in particular its ubiquitous computing approaches, empowers a growing range of service actors to control physical environments towards service benefits. Second, the social innovation of networked platforms enables the orchestration of multiple human and organizational actors. In summary, smart ownership entails the orchestration of technical with social innovation, across physical, intellectual and social levels. Smart ownership seeks to establish complementarities between people and assets, or organizations and human actors, rather than substituting ownership. In service research, ecosystem approaches offer both, conceptual lenses and intellectual tools, such as agent-based modelling for navigating ownership approaches and strategic service management. 2.8 Luxury service management Jonas Holmqvist, Kedge Business School - Bordeaux, [e-mail] Jochen Wirtz, National University of Singapore - Singapore, [e-mail] Martin P. Fritze, University of Cologne - Cologne, [e-mail] Our idea is to extend on our recent article Luxury Services in JOSM. That conceptual article focused on identifying and delineating luxury services. In this book chapter, keeping with the overall idea of the handbook, we will provide several actual insights from leading luxury service providers - this will include both companies with luxury services as their core offering (examples from top restaurants and hotels) and companies selling luxury products but of course need to offer stellar service (examples from sellers of luxury cars, luxury yachts and luxury fashion). We want our chapter to be relevant for both service researchers and managers
• for researchers, we extend our treatment of multifaceted forms of exclusivity characterizing luxury services. For managers, we provide both the practical insights from several leading luxury companies and some actionable advice of how to manage services in the luxury sector. THEME 3: Service Leadership and Transition 3.1 Co - Create value through service: the cultural and operational challenge of managing the integration of resources between actors Maria Colurcio, Phd, Professor of Marketing University Magna Graecia of Catanzaro UMG - Italy , Email: [e-mail] Angela Carida, Phd, Senior Research Fellow of Strategic Management University Magna Graecia of Catanzaro UMG - Italy, Email: [e-mail] Monia Melia, Phd, Adjunt Professor of Marketing University Magna Graecia of Catanzaro UMG - Italy, Email: [e-mail] Value creation is at the top of business priorities in terms of both economic and financial value, reputational value and market value. The need for companies to create value for a wider group of actors, even those not directly affected by business activities, is becoming increasingly urgent, also in the light of the UN 2030 agenda. It seems essential for the sustainable service management to identify practices of involvement/engagement of actors for the creation of value according a mutual perspective. The objective of the chapter is to provide concepts and methods for the development of both managerial culture and practices oriented to the integration of resources and, therefore, the value co-creation through the service. 3.2 Service Business Resilience: What Can We Learn from the BoP? Karla Cabrera, PhD candidate, Tecnologico de Monterrey, EGADE Business School, Mexico, Email: [e-mail] Javier Reynoso, Professor, Tecnologico de Monterrey, EGADE Business School, Mexico, Email: [e-mail] In recent years, business resilience has gained interest from both, academics and practitioners, aiming to understand how organizations deal with adversity. Resilience research often proposes that resilience is linked to the ability to use internal and external resources to create enabling conditions to overcome hardships, in which availability of resources is taken for granted. However, there is a lack of research about how resilience is developed in scarcity. Hence, exploring how service organizations operating in complex settings, such as the BoP, use atypical resources and create unusual ways of doing business to face adversity might provide valuable insights about resilience in resource-constrained environments. 3.3 Behavioral change - the next step in service transformation Per Kristensson, Professor at CTF, Service Research Center, Karlstad University, Sweden, Email: [e-mail] The chapter intends to give an overview of essential behavioral change theories than can be used, applied, for managerial purposes. These theories imply a demarcation from theories that is directed towards individual change, and theories that are used to instigate behavior change for one's own purpose. On the contrary, the chapter contains theories that informs managers, and researchers, about theories that can change groups of people in a certain desired direction. The placement of research on behavioral change follows previous streams of research in service management where service quality, service development and service innovation has been conducted. This research should be understood as a piece that organizations, managers, can be informed about when the service offering cannot be changed, and instead there is a need to change the behavior of the customer. The behavior change theories can equally well be applied to employees within the organization. 3.4 How the ecosystem of customer services works in emerging nations Varsha Jain, professor of integrated marketing communication at Management Institut of Communication Ahmedabad (MICA), Institute for strategic marketing and communicatioion skills, India. Email: [e-mail] 3.5 Culture-powered Service Excellence Fan Xiuching, professor of marketing and service management, School of Managment, Fudan University, Shanghai, China Email: [e-mail] Service profit chain revisited, National culture, corporate culture, and HR management practice, Leadership with Chinese characteristics, Two cases: Haidilao Hot-Pot Restaurant and Sea-view Garden Hotel 3.6 Transformative Service Research: Cocreating Social Mutuality Laurel Anderson, associat professor of marketing, W. P. Carey School of Business, Arizona State University, Tempe, Arizona, US Email: [e-mail] Transformative Service Research (TSR) is based on efforts to create uplifting changes in the well-being of individuals, communities and ecosystems through services. Because services are so ubiquitous, they to a large extent, structure the world in which we live. To truly lead and have a substantial impact on well-being, we must look beyond just dyadic interactions to social structures that services both create and are embedded in. Research shows that societies with a greater sense of social inclusion have better health outcomes and well-being. This paper provides an overview of TSR and then looks at the important TSR direction of creating this sense of mutuality ("we are in this together") through service. 3.7 Organizational comminiucation in service management Peer Jacob Svenkerud, professor of organization comminication, Inland Norway University of Applied Sciences, Larry Browning, professor, University of Arizona, US Email: [e-mail] THEME 4: Service Design and Innovation 4.1 Taking a Systemic Approach to Service Design and Innovation Dr. Kaisa Koskela-Huotari, CTF Service Research Center, Karlstad University, Email: [e-mail] Dr. Josina Vink, Institute of Design, Oslo School of Architecture and Design, Email: [e-mail] Service design and service innovation are important and widely researched areas of service management. Recently, scholars have been embracing a more systemic understanding of the outcomes and processes underpinning both design and innovation in the service context. The purpose of this chapter is to provide an overview of the systemic turn in service design and innovation and its key implications to both theory and managerial practice. The systemic understanding that has emerged highlights the influence of institutionalized social structures on people while they are designing and innovating, and positions such social structures as core materials of all design and the source of both momentum and resistance in innovation efforts. This approach also suggests that rather than designing and innovating systems that are external to them, people are part of the very systems they are trying to influence, which brings forth a new set of managerial challenges for service organizations. 4.2 Service Design at Scale - Expanding the Scope of the Practice Ingo Oswald Karpen, Professor of Business and Design, RMIT University, Graduate School of Business and Law, RMIT University, Australia, Email: [e-mail] Josina Vink, Associate Professor of Service Design, Institute of Design, Oslo School of Architecture and Design, Norway, Email: [e-mail] Jakob Trischler, Assistant Professor, Karlstad University, CTF Service Research Centre, Sweden, Email: [e-mail] *Service design plays an ever-increasing role for innovation and ecosystem change, with growing adoption by businesses, governments and communities *Over the recent decade, service design has matured from re-imagining micro-level touchpoints and user experiences, to facilitating and enhancing macro-level change and ecosystem transformation *This expanded scope of service design necessitates a number of strategic practices to support designing at this scale and working intentionally with growing levels of complexity *We highlight a number of promising practices when doing service design at scale, contextualized by examples *To ground this chapter and strengthen these practices, we draw on foundational research on (service) design as well as systems thinking literature 4.3 Designing Complex Data Science Services: the process from the Network Value Proposition towards the new service Dominik Mahr, Professor of Digital Innovation and Marketing, Maastricht University, The Netherlands Paul van Fenema, Professor of Military Logistics & Information Management, Netherlands Defence Academy, The Netherlands Organizations collectively explore new service models to servitize their offering, take advantage of digital capabilities such as Artificial Intelligence and transform their market place interactions. This chapter explores industry networks and embedded organizations with the aim to propose how organizations design novel services in these networks. Our iterative process model takes into account the independencies between the organizations by first capturing the network value proposition before designing a service value proposition that in turn may alter the network collaboration. The process facilitates the orchestration of closed and open innovation models and includes scripts for structuring the design of data science services 4.4 Service Design: Innovation for Complex Systems Birgit Mager, Professor at Koeln International School of Design (KISD), Technical University Cologne, Germany and President of the Service Design Network gGmbH (SDN). Ubierring 40, 50678 Cologne, Germany Email: [e-mail] This chapter will show how service design as a systematic process and as a mind- set brings continuous innovation into the complex systems of service creation and delivery. Design is a key component of today's service management - no longer means management administrating and controlling but it means enabling systems and the stakeholder within these systems to continuously explore opportunities and translate those into value. Design is contextualized in a contemporary framework - no longer is it about styling and beautification but about the ability to reframe problems, discover opportunities, co-create scenarios of not yet existing solutions, prototyping, testing and implementation. A Service Manager will never be a designer - but he or she can make efficient use of the "designerly way" of service inno- vation. 4.5 Fundamentals of Service Innovation Lars Witell, Professor, CTF, Service Research Center, Karlstad University, Karlstad, Sweden. Email: [e-mail] Hannah Snyder, Assistant Professor, Department of Marketing, BI-Norwegian Business School, Oslo, Norway. Email: [e-mail] Early on it was questioned if innovation even took place in the service sector, while now service innovation is viewed as a key concept in creating competitive advantage and driving service growth. The present book chapter discusses what we know about service innovation, what we need to know and highlights how it relates to other key concepts in service management. 4.6 Managing employee empowerment and engagement to foster service innovation Jon Sundbo, Professor, Roskilde University, Denmark. Email: [e-mail] Lars Fuglsang, Professor, Roskilde University, Denmark. Email: [e-mail] A general model for managing employee involvement in service innovation will be presented. The model will present innovation management as a balanced act: employees are both encouraged to be innovative, but the innovation activities are also restricted because of costs when employees use resources on innovation activities. The model will be supported by empirical cases, based on earlier research. Further will general results in service innovation research be referred, based on a review of articles. 4.7 The multiple roles and identities of service design in organisations and innovation projects Daniela Sangiorgi, Associate Professor, Politecnico di Milano, [e-mail] Lia Patricio, Associate Professor, University of Porto, [e-mail] Stefan Holmlid, Professor in Design, Linkoeping University, [e-mail] This chapter examines different roles service design can play in organizations and innovation projects, and discusses an agenda for service design and education. This chapter examines: * service design as a horizontal capability and logic to foster multidisciplinarity * service design as a professional and specialised design practice (intradisciplinary) * service design as an interdisciplinary practice combining key competences and expertise (by training or by practice) THEME 5: Service Interaction, quality and operation 5.1 The role of interactions in the logic of service Christian Groenroos, Emeritus professor of service and relationship marketing, CERS Centre for Relationship Marketing and Service Management, Hanken School of Economics, Finland. Email: [e-mail] Service as phenomenon can be described as helping other persons', such as customers', necessary and important processes in a way that facilitates use value. The central tenet of service is that service cannot exist without customers who consume the service. Without customers there is no service, only idle resources that do not generate any revenues for the service provider. The customers are co-producers of the service they get. Therefore, the service market is a market of interactivity and reciprocity. These market characteristics form a key aspect of service consumption and, thus, also of service management, influencing a range of consumer experiences and management areas. 5.2 Customer-to-customer interactions in service Dr Kristina Heinonen, Professor of marketing, Director of Centre of Relationship Marketing and Service Management (CERS) Hanken School of Economics, Helsinki, Finland, Email: [e-mail] Richard Nicholls, Senior Lecturer in Marketing, Chair of Customer Interactions Research Group (CIRG), Worcester Business School, University of Worcester Email: [e-mail] This chapter explores how a customer's service experience can be influenced by the other customers present in the service setting. Whilst service research has devoted considerable attention to the interaction taking place between customers and employees, far less attention has been paid to the interaction that occurs between customers. Many millions of customer-to-customer interactions take place each day, and some have a profound and lasting effect on value creation and the customer's overall perception of the service and its provider. Generally known as customer-to-customer interaction (CCI), these interactions can be positive (PCCI) or negative (NCCI). In this chapter we review scholarly contributions on CCI with the purpose to present an overview of CCI. These contributions are placed within several main themes of research into CCI, including *CCI typologies, *the influence of customer characteristics such as age, culture and consumption purpose on the desire for and perception of CCI, *customer experiences of and responses to CCI, and *the management and business challenges of CCI. Research contributions are discussed, and their managerial implications explored. The chapter concludes by putting forward an agenda for future research into CCI. 5.3 Understanding and managing customer experience Elina Jaakkola, Professor, University of Turku Business School, Finland, Email: [e-mail] Dr. Larissa Becker, University of Turku Business School, Finland, Email: [e-mail] PhD Ekaterina Panina, University of Turku Business School, Finland, Email: [e-mail] Contents of the chapter: This chapter offers a state-of-the art overview on what customer experience is, how it emerges, and how it can be managed in service contexts. The chapter briefly outlines the research background of customer experience. The chapter discusses experiences from two perspectives: first, how experiences emerge from the customer's perspective, along a range of journeys they take with a network of providers, and second, how service firms can seek to design and manage their journeys to create intended experiences for the customers. 5.4 Measuring and Managing Customer Experience (CX): What works and what doesn't Professor Janet McColl-Kennedy and Dr Mohamed Zaki Professor Janet McColl-Kennedy is Professor of Marketing and Director of Research at the University of Queensland, Brisbane, Australia, [e-mail] Dr Mohamed Zaki is the Deputy Director of the Cambridge Service Alliance at the University of Cambridge, Cambridge, UK, [e-mail] This chapter outlines key conceptualizations of Customer Experience (CX) and the ways customer experience has been measured, pointing out the advantages and limitations of the methods and metrics. While customer satisfaction and the Net Promotor Score (NPS) have been used extensively, we show that NPS can be very misleading with organizations believing their customers are happy when they are not. Relying on quantitative measures alone can result in significant financial losses for firms. We outline the latest thinking on CX measures demonstrating better ways to measure the customer experience over time and in real time. The chapter also discusses the importance of touchpoints and emotions expressed by customers across their journeys at the various touchpoints and the need to understand touchpoints from the customer's perspective. We demonstrate how data analytics can provide organizations with deep insights into what customers really think and feel and identify where the problems are, as well as the root causes, to assist organizations address the problems and provide great customer experiences. 5.5 Service quality and individuals' wellbeing. Evidence form the healthcare sector. Maria Francesca Renzi, Professor in Quality Management, Department of Business Studies, University of Roma Tre, Email: [e-mail] Roberta Guglielmetti Mugion, Assistant Professor in Quality Management and Operations Management, Department of Business Studies, University of Roma Tre, Email: [e-mail] Laura Di Pietro, Assistant Professor in Corporate Social Responsibility and Sustainability, Department of Business Studies, University of Roma Tre, Email: [e-mail] The chapter aims at understanding the Service Quality analysing Service measurement, Customer and employee satisfaction in the healthcare field. The health sector is a crucial context as care and assistance services for potential and intrinsic characteristics can be considered as engines for a broader and more general transformation of modern society (Anderson et al., 2013
• Ostrom et al., 2010). This chapter will focus on the subjective measures such as reported satisfaction (i.e. patient/staff reported outcomes) since they are crucial for implementing the Service Quality (Ulrich, 2002). Regarding the Service quality, an integrated perspective between internal and external satisfaction will be described, and some theoretical issues on patients and staff satisfaction will be proposed (Guglielmetti Mugion et al. 2020). The primary assumption of the authors is that there is a need to create a linkage between the patients' and staff perceptions to optimize the grade of provided quality. The chapter structure is described as follows: introduction
• Theory and methods for measuring Service Quality in healthcare focusing on patients and staff's satisfaction. Three case studies developed in the Italian Healthcare context: 1) Patient and staff's satisfaction in hospitals related to medical treatment
• 2) Patient and staff's satisfaction in hospitals on co-therapy activities
• 3) Patients' satisfaction and employee wellbeing of a multi-purpose laboratory. 5.6 Service Failure and Complaints management: An overview Chiara ORSINGHER, Associate Professor of Marketing at the Department of Management,University of Bologna, Italy. Contact information: Via Capo di Lucca 34, 40126 Bologna, Italy. Tel.: [phone], Email: [e-mail] Arne DE KEYSER, Assistant Professor of Marketing at the Department of Marketing, EDHEC Business School, France. Contact information: 24 Avenue Gustave Delory, CS 50411, 59057 Roubaix Cedex 1, France, Tel. [phone], Email: [e-mail] Yves VAN VAERENBERGH, Associate Professor of Marketing at the Department of Marketing, KU Leuven, Belgium. Contact information: Warmoesberg 26, 1000 Brussels, Belgium. Tel.: [phone], Email: [e-mail] Dorottya VARGA is a PhD candidate at the Department of Marketing, KU Leuven. Contact information: Warmoesberg 26, 1000 Brussels, Belgium. Tel.: [phone], Email: [e-mail] Keywords: Service Failure, Service Recovery, Complaint Management, Customer Journey, The chapter offers an overview of the findings of research that has been conducted on service failure and complaining customers over the last 10 years. The structure of the chapter will follow the temporal sequence of the events that are involved in a service failure and recovery episodes. More precisely: 1) The service failure - Definition and taxonomy of service failures 2) Customer emotional reaction to service failures: emotional reactions and attributional process 3) Initiating the service recovery: Customer or firm- initiation 4) Recovery strategies: what works according to research-findings 5) Organizing the service recovery system 5.7 Exploring the interdependent roles of value postures of actors in service systems Roderick J. Brodie, Ph.D., Professor in the Department of Marketing at the University of Auckland, New Zealand, Email: [e-mail] Vicki Little Ph.D., Senior Lecturer in the Department of Marketing Monash University Malaysia, Email: [e-mail] Jonathan Baker Ph.D., Lecturer in International Business, Strategy & Entrepreneurship, Auckland University of Technology, Email: [e-mail] Creating and delivering value is a central activity for service organizations. In this chapter, we explore the interrelated roles of different value postures within an organization. We define values postures as the various ways in which actors think about and deal with creating and delivering value to its stakeholders. We develop a conceptual framework that distinguishes systemic, strategic, functional, and front-line value postures in a service system. Cases studies illustrate the theoretical framework, and highlight the pluralistic nature of the service practices that occur in creating and delivering value. 5.8 Manage Service through Contracts Carolina Camen, Assistant Professor, CTF, Service Research Center, Karlstad Business School, Karlstad University, Karlstad, Sweden, Email: [e-mail] Jenny Karlsson, Assistant Professor, CTF, Service Research Center, Karlstad Business School, Karlstad University, Karlstad, Sweden, Email: [e-mail] This chapter reflects on what we know and what we need to know about managing service through contracts. The chapter combine contract theories with key concepts in service research to gain insights and understandings of the key role of contracts in managing service. More specifically, the chapter illuminates on how contracts can be used in private and public sectors, how negotiation processes takes place as well as how contracts influence management. 5.9 Service Productivities' Next Top-Models Christiane Hipp, Prof. Dr., Brandenburg University of Technology Cottbus-Senftenberg, Germany, Email: [e-mail] Silvia Gliem, Brandenburg University of Technology Cottbus-Senftenberg, Chair of General Business Administration, Organization, Corporate Governance, Email: [e-mail] The chapter provides an overview for scholars and practitioners about service productivity models that center or, at least, incorporate frontline employees. Thereby models are sorted into schools of thought and evaluated in terms of the necessities for the holistic analysis of service productivity requires. If existent, empirical evidence is presented. Advantages and shortcomings are described. The chapter ends with a synopsis displaying the evolution of the considered models. 5.10 Effective Service Operations Management: Case Studies and Insights for Hospitality and Healthcare Lu Kong, Assistant Professor, Muma College of Business, University of South Florida (https://www.usf.edu/business/about/bios/kong-lu.aspx), Email:[e-mail] Kejia Hu, Assistant Professor, Owen Graduate School of Management, Vanderbilt University (https://business.vanderbilt.edu/bio/kejia-hu/), Email:[e-mail] Rohit Verma, Provost, VinUniversity and Professor, Cornell University (https://vinuni.edu.vn/people/rohit-verma/), Email: [e-mail]> Chapter Summary: This chapter will discuss the major concepts and recent advances in Service Operations Management using case examples and best practices from the hospitality, healthcare, and related industries. The chapter will also include a systematic review of relevant research on key topics discussed within the chapter such as operations performance measurement, productivity, capacity, flow, and waiting time management in services. Finally, the chapter will provide directions for future research for scholars and guidance for practitioners for effective service operations management. THEME 6: Service Technology 6.1 Technology for Service success Andrea Ordanini, Professor, BNP Paribas Chair in Marketing & Service Analytics, Bocconi University, 20136 - Milan (Italy), [e-mail] Anastasia Nanni, PhD Candidate, Bocconi University, 20136 - Milan (Italy), [e-mail] The chapter delineates the role of technology, considered as one of the core elements of almost any service system. Such a role is first described using traditional streams of literature of technology in services (e.g., self-services, digital services) and then envisioned on the basis of the new technological trajectories (e.g., AI, social media). The chapter aims to keep a balanced view of the role of technology for service success, trying to identify the conditions that enhance/downplay such a role. The chapter combines theoretical insights with empirical evidence taken from short cases/incidents. 6.2 Service technology at work. How to transform service practices. Cristina Mele is a full professor of management at the University of Napoli Federico II. Email: cristina. [e-mail] Tiziana Russo Spena is an associate professor of Management at the Department of Economics, Management and Institutions, University of Naples Federico II. Email: [e-mail] Valtteri Kaartemo (D.Sc.), is a University Teacher at Turku School of Economics, University of Turku, Finland. Email: [e-mail] Service technologies have rapidly evolved in the last 20 years, concretely affecting service practices. The spread of smartphones, tablets, and smart objects has contributed to the exponential increase in connectivity. The growing number of connected smart devices includes the concept of the Internet of Things (IoT), a complex ecosystem in which objects interact and communicate with each other through the exchange of data and access to a multiplicity of previously shared information. In such a context, technologies not only open up new horizons and scenarios that are not always imaginable but also make more evident the need to radically rethink the practices and methods of organizing service relations. This chapter aims to address how smart technologies (e.g., artificial intelligence, machine learning, cognitive computing, chatbot, wearables, blockchain) can support providers' decision-making processes and increase customers' engagement to foster value co-creations processes and actors' wellbeing. This chapter will address: * A brief evolution of service technology * The recent technologies (social media as well as AI, chatbot, blockchain, etc.) * How smart service technologies are impacting on service practices of providers and customers (i.e. resource integration and value co-creating process). * Implications for scholars, practitioners and education 6.3 Connecting with Customers through Technology: Rapport-Building Opportunities, Challenges, and Research Agenda Sijun Wang, Professor of Marketing at the College of Business, Loyola Marymount University, USA, Email: [e-mail] Ji Qi, Assistant Professor of Marketing in the Business department at Grand Valley State University, USA. Email: [e-mail] Dwayne D. Gremler, Bowling Green State University, USA. BGSU Distinguished Teaching Professor, Department of Marketing College of Business Bowling Green State University, Email: [e-mail] Web: http://www.gremler.net As more autonomous artificial entities (e.g., embodied conversational agents) and service robots are finding their way to service encounters, understanding if and how rapport might be cultivated between customers and "machines" becomes an important issue as firms attempt to develop relationships with their customers (von der Putten et al. 2010). Research from various fields has started to examine how customers and employees react to robots (e.g., Caic et al. 2019
• Castelo et al. 2019
• Longoni et al.). However, in the robotic research community rapport has been examined primarily using nonverbal correlates such as objective empathy (i.e., eye contact and yawning) as well as robot appearance (i.e., hair length and gender) (Biocca and Harms 2002
• van Doorn et al. 2017). We therefore advocate for more cross-disciplinary research to marry what service research has learned from the commercial rapport literature with robotic behavioral research. In this chapter, we plan to: (1) delineate the advantages of service robots over human employees in the commercial rapport-building process
• (2) identify disadvantages of service robots in cultivating rapport with customers
• (3) present opportunities and challenges faced by service firms when human employee and service robots are required to jointly cultivate rapport while serving customers
• and (4) elaborate the possible societal benefits and concerns as service robots are deployed in rapport-building settings, including such potential topics as social justice, privacy and data security, collective adaptation to the 6.4 Artificial intelligence in a service context. Opportunities anche challenges for value co-creation Francesco Polese, professor, University of Salerno ([e-mail]) Sergio Barile, professor, University of Rome 'La Sapienza' ([e-mail]) Debora Sarno - University of Naples Parthenope ([e-mail]) In this century theories and models describing new ways with which business and social interactions succeed has been proposed and increasingly appreciated. Service dominant logic has represented a new way of describing value co-creation among actors of service exchanges and technology has been put to the fore, also valorizing the efforts offered by the service science research community. There have been several studies with which service innovation advances have been challenged by these new conceptualizations. In this chapter the focus will be put on artificial intelligence highlighting the peculiarities of decision making in service enabled and supported by smart technological devices. 6.5 Towards a New Service Reality - Human-Robot Collaboration at the Service Frontline Werner H. Kunz, Department of Marketing, University of Massachusetts Boston, Boston, USA Stefanie Paluch, School of Business and Economics, RWTH Aachen University, Kackertstr. 7, 52072 Aachen, Germany, Email: [e-mail] Jochen Wirtz, Department of Marketing, National University of Singapore, Singapore Since their inception, robots have inspired authors, directors, and thinkers worldwide. But only recently, we see robots moving into people's everyday lives in the wake of rapidly developing computer technologies and robots. One of the first business fields are services industries (e.g., hotels, restaurants, retail). This chapter provides an overview of the current insights of the business and service literature about service robots. We particularly focus on the organizational frontline, the point of service delivery, and illustrate the new human-robot collaboration in various small case studies based on the Service Robot Deployment Model. We discuss different scenarios for human-robot collaboration and forecast their likelihood for the near future. 6.6 Managing Artifical Intelligence Systems for Value Co-Creation. The case of Conversational Agents and Natural Language Assistants" Christian Grotherr, Department of Informatics, Universitat Hamburg, Email: [e-mail] Tom Lewandowski, Department of Informatics, Universitat Hamburg, Email: [e-mail] Tilo Boehmann, Department of Informatics, Universitat Hamburg, Email: [e-mail] Artificial Intelligence (AI) is increasingly used to support and automate service encounters, primarily through conversational agents and natural language assistants Managing these systems comes with novel challenges that are different to traditional IT systems used in service organizations. We will present a framework of these management challenges and summarize research that addresses these challenges. We use the framework to derive research implications on managing AI systems for value co-creation. 6.7 Servitization and Digitalization - "Siamese Twins" in Changing Value Propositions and Service Systems Prof. Dr. Gerhard Satzger, Research Group Digital Service Innovation. Institute for Information Systems and Marketing (IISM) / Karlsruhe Service Research Institute (KSRI) Email: [e-mail] Dr Carina Benz, Research Group Digital Service Innovation. Institute for Information Systems and Marketing (IISM) / Karlsruhe Service Research Institute (KSRI) Email: [e-mail] Dr. Clemens Wolff, Research Group Digital Service Innovation. Institute for Information Systems and Marketing (IISM) / Karlsruhe Service Research Institute (KSRI) Email: [e-mail] In this article, we would like to critically reflect and augment traditional service notions - along two dimensions that involve holistic, system-oriented thinking and are closely intertwined with the advances in digital technologies. First, we shatter the traditional antagonistic view on products vs. services in real world value propositions. While the notion of product-service-systems has been a first attempt to recognize this, our view is even broader: products and services are in fact just polarized concepts in a universe of value propositions that is defined by intangibility, interactivity and individuality as key characteristics. Digital technologies now drive value propositions towards the service pole in that space - and thus, are Siamese twins of servitization. Second, service-dominant logic has already challenged the above view - focusing not the value proposition itself, but on the value configurations between partners in a service system to compile, build and realize the value proposition. Here as well, digital technologies have much influence on the potential to initiate, build, and grow service systems - to connect organizations and individuals as well as to add collaborative technology agents. We hope to contribute to a deeper understanding of services, better explainability and applicability of service concepts in practice, and to the purposeful design of digital technologies to boost servitization of companies, industries, and economies. 6.8 How service management differs in the sharing economy Sabine (Moeller) Benoit, Professor of Marketing with research interests in Sharing Economy, Convenience Retailing and Service Management, University of Surrey, UK Email: [e-mail] Traditionally most service exchanges happened in a dyad between a customer and a service provider co-creating a service. In the sharing economy customers deal with at least two actors, a peer service provider who is in direct contact with customer while delivering the service and a platform provider who does the matchmaking between a customer and the peer service provider and enables the co-creation through an effective ecosystem. This triadic relationship has substantial implications for service management. Many traditional models and concepts need to be adapted to fit into a sharing economy context. For example, due to the fact that peer providers are not employees and the platform provider only has remote contact to them the management of frontline staff needs to be adapted. Or due to the fact that peer providers and the platform providers are jointly providing the service consumer expectations and perception will be directed to two different parties, which current quality models do not account for. This chapter will review the most important areas in which service management needs to be adapted to fit into the sharing economy and outline the unique challenges and solutions proposed either by academia or implemented by sharing economy providers. 6.9 Digital services enabling access to the BoP customers G. Sainesh, professor of marketing and chair, Indian Institute of Management, Bangalore, India

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詳細情報

• NII書誌ID(NCID): BC12596165
• ISBN:
  • 9783030918279
• 出版国コード: sz
• タイトル言語コード: eng
• 本文言語コード: eng
• 出版地: Cham
• ページ数/冊数: li, 1012 p.
• 大きさ: 25 cm
• 分類:
  • DC23 : 658.812
• 件名:
  • LCSH : Customer services -- Management
• 親書誌ID:
  • BB16263881