International Journal of Service Industry Management: Volume 9 Issue 3
Table of contents
“Lean” service: in defense of a production‐line approach
David E. Bowen, William E. YoungdahlThe desirability of transferring manufacturing logic and practices to service operations, strongly advocated by Levitt (1972; 1976) in two classic Harvard Business Review articles…
Tour scheduling with dynamic service rates
John C. Goodale, Enar TuncThis paper examines the benefit of incorporating a group of employees that exhibit dynamic service rates into scheduling tours in a service operation. The service operation that…
Customer expectations versus perceptions of service performance in the foodservice industry
Nick Johns, Antony HowardThis study examines qualitative and quantitative differences between service expectations and perceived performance in the foodservice industry, using the profile accumulation…
Assessing the implementation of market segmentation in retail financial services
Maureen Meadows, Sally DibbMarket segmentation is widely regarded as a panacea for a variety of marketing ailments. Yet research in the financial services market highlights a number of significant barriers…
Critical services dimensions: an empirical investigation across six industries
Inge Wels‐Lips, Marleen van der Ven, Rik PietersAnalyzing over 800 critical incidents across six service industries this study finds that responsiveness, courtesy/understanding the customer and communication frequently function…