Journal of Service Management

James L. Heskett

2014 Journal of Service Management

doi: 10.1108/JOSM-04-2014-0105

Purpose – The purpose of this paper is to provide a retrospective look at the search for deep indicators that explain service performance as well as an illustrative example of this kind of work. Design/methodology/approach – The work described involved constructing a complex model, using it to predict performance, and then exploring data that helped disclose even deeper indicators. Data were collected in operating units of a single organization to ensure comparability. Findings – The primary challenges in this type of work are the availability of data and data comparability, not the availability of hypotheses or analytic techniques. Also, trust was found to be a deep indicator of performance not often identified in service management research. Research limitations/implications – The example study described requires replication within the organization studied, more sophisticated analysis, and application across service businesses. It contains numerous hypotheses requiring further validation. Originality/value – The research employs a predictive model to elicit management cooperation in the search for even deeper indicators. The paper calls for care but less caution if research in service management is to be advanced more rapidly and made more relevant for practitioners.

Timothy L. Keiningham; Lerzan Aksoy; Edward C. Malthouse; Bart Lariviere; Alexander Buoye

2014 Journal of Service Management

doi: 10.1108/JOSM-08-2012-0163

Purpose – The purpose of this paper is to propose a theoretical model for how consumers aggregate satisfaction with individual service encounters to form a summary evaluation of satisfaction, and further examines its effect on customers’ share of category spending (share of wallet (SOW)). Design/methodology/approach – The data used consist of 10,983 completed surveys from 1,448 customers whose transaction‐specific satisfaction with a retailer and their subsequent purchase behaviors in the category were tracked for more than four transactions. Mixed effects models were employed to test the relationship between the cumulative effect of satisfaction with multiple service encounters on SOW. Findings – Cumulative satisfaction is a weighted average of satisfaction with specific encounters, with weights decaying geometrically so that more recent encounters receive more weight. More recent transaction‐specific satisfaction levels tend to have greater influence on customers’ next purchase SOW allocations; this, however, is only the case for customers who are less than highly satisfied, with a rating of 8 or lower on a ten‐point scale. Additionally, the impact of transaction‐specific satisfaction on SOW is not linear. Highly positive transaction‐specific satisfaction levels have a greater impact on SOW than negative levels. Practical implications – Many companies monitor satisfaction across multiple service encounters. This study shows how one can aggregate these measures to arrive at a cumulative effect, and highlights the importance to discriminate between first, more and less recent encounters and second, low vs high levels of satisfaction to better understand customers’ spending among different providers. Originality/value – Using a longitudinal data set with real customers, this paper identifies a new measure for taking into account the cumulative satisfaction, identifies the positivity bias, and shows how recency affects the relationship between satisfaction and SOW.

Michele Paulin; Ronald J. Ferguson; Nina Jost; Jean‐Mathieu Fallu

2014 Journal of Service Management

doi: 10.1108/JOSM-05-2013-0122

Purpose – It has been suggested that the future success of non‐profit organizations lies in ensuring the sustainable involvement of the Millennial generation through social network sites. Facebook is a social media (SM) network that creates new research contexts and methodologies in service management. Organizations must now engage in learning how customer‐with‐customer interactions in SM could work best for them. The purpose of this paper is to better understand the factors influencing Millennials support for social causes through their autonomous engagement in the public environment of SM. Design/methodology/approach – The authors conducted two studies of events for social causes (breast cancer and youth homelessness). In each, two Facebook event pages appealing to others‐benefits and self‐benefits were designed. Participants were randomly assigned the task of examining the appeal pages online. The dependent variables were two sets of intentions in support of the cause (online and offline). The effectiveness of an others‐benefit vs a self‐benefit Facebook appeal, the influence of empathetic identification with these causes and the direct and mediating effects of autonomous motivation was studied. Findings – The studies provide consistent evidence that, to gain Millennial's support for social causes through SM, it is better to appeal mainly to the benefits others derive than to benefits to the self. Autonomous motivation is a strong predictor of supportive intentions and it also significantly mediates the positive influence of empathetic identification with a cause. Self‐reported behavioral data following the youth homelessness event provided empirical evidence that the supportive intentions data were valid predictors of actual behaviors. Originality/value – The paper used innovative experimental and correlational research methodologies to address Millennial's social behaviors within a SM context. The paper also introduced self‐determination theory of motivation to this literature. From a practical standpoint, Millennials readily engage in impression management. Therefore, their supportive activities should be publicly lauded. Managers should also identify those Millennials who already empathize with the cause and facilitate their ability to influence other members in their networks. SM are changing at a fast pace and managers should employ Millennials in developing pertinent strategies and practices to keep pace. Taking advantage of marketing “with” Millennials can facilitate the development of new approaches for creating and supporting cause events.

Benjamin P.W. Ellway

2014 Journal of Service Management

doi: 10.1108/JOSM-01-2013-0022

Purpose – Because the voice‐to‐technology (V2T) encounter remains under‐theorised, the purpose of this paper is to overcome this gap by investigating customers use of the interactive voice response (IVR) system and “the customer journey” through the call centre service system. Design/methodology/approach – From an interpretive study of a UK call centre, the metaphorical aspects of language used to represent the service process are analysed, accompanied by an examination of how the servicescape dimensions of spatial layout and signs are constituted in the call centre service process, and the resulting implications for virtual‐aural navigation. Findings – Despite no physical movement, customers represent their experience of navigating “through” the service process in spatial terms. Therefore, understanding precisely how servicescape dimensions are reconfigured within the virtual‐aural setting of the call centre is necessary to appreciate customer experience of V2T but also voice‐to‐voice (V2V) encounters. The call centre servicescape lacks a spatial representation of layout and signs that would conventionally support navigation and purposeful movement. Research limitations/implications – Despite observing live calls, direct interaction with customers was not possible. The paper was based upon a single case study, and the hermeneutic focus on understanding and meaning meant that the study did not emphasise the quantification of phenomenon. Therefore, further research on virtual navigation is required. Practical implications – Problematic V2T encounters compromise the quality and efficiency of service provision. A visual representation of the IVR system may possibly support V2T encounters, while encouraging customer service advisors to act as “guides” during V2V encounters may reduce problems emerging from V2T encounters. Originality/value – First, an original theorisation of the customer experience of the V2T encounter is provided through the theoretical notion of spatialisation metaphors. Second, a preliminary conceptualisation of the call centre servicescape is developed, which shows how spatial layout and signs are reconfigured and represented in this virtual‐aural setting.

Yingzi Xu; Roger Marshall; Bo Edvardsson; Bård Tronvoll

2014 Journal of Service Management

doi: 10.1108/JOSM-11-2012-0253

Purpose – The purpose of this paper is to explore the underlying mechanism of customer co‐creation in service recovery (co‐recovery), and investigates the impact of initiation on customer post‐recovery evaluations and behavioural intentions. Design/methodology/approach – Researchers used a 3 (no co‐recovery vs employee‐initiated co‐recovery vs customer‐initiated co‐recovery)×2 (male vs female)×2 (western vs eastern customers) between‐subject experiential study in a hotel setting. Findings – When a service employee initiates a co‐recovery, customers perceive higher justice, greater satisfaction and a higher tendency to repurchase in the future. But if the customer initiates such a co‐recovery, little improvement on these outcomes is found compared to a recovery entirely managed by the company. The effect was moderated by culture: western customers were more sensitive to initiation in the co‐recovery process than eastern customers. Research limitations/implications – Written scenarios using a hotel setting and a technical error were used, and may reduce the applicability of the findings to real life or other service categories or types of error. Subjects used may not be representative of other population groups. Further studies using real life situations, human error and a more diverse population group are recommended. Practical implications – A positive co‐recovery can be achieved by service employees taking initiatives when a problem occurs. Originality/value – This study extends previous research on co‐recovery by investigating the effect of initiation by service employees on customers’ perception of co‐creation. Service companies can improve customers’ post‐recovery evaluations by inviting them to co‐create a feasible solution, and potentially reduce the company's compensation costs.

Ching‐Fu Chen; Ting Yu

2014 Journal of Service Management

doi: 10.1108/JOSM-01-2012-0003

Purpose – The purpose of this paper is to examine relationships among job demands, job resources, burnout, organizational commitment, and staff turnover intentions in a volunteer workforce setting. Design/methodology/approach – To test empirically the positive and negative forces on the burnout – commitment – turnover relationship, this study uses 190 questionnaires collected from museum volunteers who also hold paid service jobs. The data were analysed using structural equation modelling. Findings – Consistent with previous studies, both job demands and job resources have significant impacts on burnout. Job resources have positive significant impact on organizational commitment. Both burnout and organizational commitment have significant impacts on volunteers’ turnover intentions. Research limitations/implications – An integrated understanding would require different theoretical approaches to volunteering in various settings to determine cross‐influences. Moderator analyses might clarify the predictability of job demands and resources. A multilevel research design would provide further insights. Practical implications – To retain their volunteer workforce, firms should grant volunteers sufficient autonomy and allow them to determine their work processes, which not only reduces burnout but also satisfies psychological control needs. Constructive feedback from colleagues offers better organizational support to volunteers. Originality/value – This study identifies and empirically tests key indicators of job demands and job resources for volunteers who also hold paid jobs. It helps explain inconsistent reports of the burnout – organizational commitment link by raising the possibility that it is context specific rather than generic.

Dana Yagil

2014 Journal of Service Management

doi: 10.1108/JOSM-09-2012-0199

Purpose – Prior theoretical research focuses primarily on inauthentic emotional displays during the enactment of service roles, in the form of emotional labour, with little attention paid to factors that promote genuine emotional expressions during employees’ customer interactions. The purpose of this paper is to propose a model in which employee trust in the supervisor leads to more authentic emotional displays. Supervisors’ positive and negative affectivity constitute antecedents of this trust. Design/methodology/approach – To analyse the data, collected from supervisors and employee–customer dyads, this study used hierarchical linear modelling. Findings – Trust in the supervisor relates to authentic emotional displays in service encounters, according to both employees’ self‐reports and customers’ evaluations. Supervisors’ positive affectivity relates positively to employees’ trust; trust mediates the relationship of affectivity with employees’ authentic emotional displays. Practical implications – Positive supervisor affectivity and employee trust in the supervisor influence employee authenticity, and customers notice employees’ authenticity during service encounters. Originality/value – This study advances understanding of the factors that enhance employees’ authenticity in service interactions while also contributing to understanding of the role of the supervisor in service organizations.