| Technology's Impact on Service Dynamics in a Modern Economy |
| | Kirchhoff, Judith J. | Long Island U. | jkirchho@phoenix.liu.edu | 718-488-1156 |
| | Kirchhoff, Bruce A. | New Jersey Institute of Technology | kirchhoff@njit.edu | 973-596-5658 |
| | Walsh, Steven T. | U. of New Mexico | walsh@unm.edu | 505-277-8868 |
| | This paper presents a framework derived from the research literature on technology's impact upon the changing nature of services. We begin with the "CHIP" framework of co-production, heterogeneity, intangibility and perishability. We contrast this to a new conceptual scheme that categorizes services as "knowledge-based or knowledge-embedded." Knowledge-based services wholly depend upon the knowledge holder (provider) to deliver the services. In knowledge-embedded services, technology allows some of the knowledge to become embedded in a product so that services can be delivered with less of the provider's energy.
We extend this conceptual scheme by creating a continuum of technology impact from knowledge-based through knowledge-embedded and ultimately to "knowledge-separated." This continuum more closely approaches reality showing the technology driven dynamics of service transitions. As tech-nology continues to affect product capabilities, services become more automated and less provider dependent. A good example is the evolution from human bank tellers to automatic teller machines (ATM). The knowledge of the teller is now fully embedded in the ATM. Service is improved since the machine is available 24 hours a day but there is no human provider.
But, technology has a way of spawning its own knowledge-based services that are necessary to design, manufacture, program and maintain the knowledge-separated products. These services, however, also are undergoing, evolution into knowledge-embedded and knowledge separated. For example, ATM maintenance service is becoming knowledge-embedded as maintenance personnel arrive with laptop computers for diagnosis of broken ATMs.
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| | Keywords: technology; services; dynamics |
| The Operational Implications of Different Service Customization Strategies. |
| | Shuter, Melanie | Queensland U. of Technology, Gardens Point | mx.shuter@qut.edu.au | (011-61-7)-3864-1221 |
| | Waldersee, Robert W | Queensland U. of Technology, Gardens Point | r.waldersee@qut.edu.au | (07) 3864 1221 |
| | The services marketing literature, in its advocation of customizing services to exceed customer expectations, has not clearly examined the operational implications of
increasing service customization. Simple solutions such as increasing horizontal communication at the service contact level are commonly proposed as operational
techniques for increasing customization.
The current study argues that the service customization strategy being pursued has such distinct operational requirements that significant shifts in service
customization are generally not feasible. Six cases, involving interviews, document analysis and survey identified distinct operational configurations for high, medium
and low customization strategies.
Strategic Business Units pursuing high customization strategies focussed on the professional elements within the organization. Qualifications and the experience of
individuals working alone were the most salient aspects of the operations. Medium customization strategies were characterized by operations which emphasized
the collaboration of specialists. Low customization strategies were characterized by operations which focussed on data bases of knowledge,
individual training in data searching and highly structured, individualized tasks.
The implications of distinct types and location of information, task structure and collaboration on operational requirements of different customization strategies is discussed. |
| | Keywords: customization; service; operations |
| Delivering Expertise: Identity and Relationship Building in Professional Services |
| | Walsh, Kate | Boston College | walshkm@aol.com | (203) 532-1482 |
| | The service organization has become the predominant form of U.S. based business. Organizational research has given credence to services' growing importance through focusing primarily on the impersonal and temporary transactional forms of service interactions between providers (such as bank tellers and fast food clerks) and customers. Our field understands little about the longer term and personal service relationships created between professionals (such as doctors and lawyers) and their clients or the role these relationships play in the professional's ability to provide an expertise.
Applying concepts from social, organizational and professional identity theories, this paper examines the ways service professionals create relationships with their clients in deliverying their expertise. Specifically this paper considers the different identities service professionals hold of themselves and their related approaches to service delivery. Approach is defined by two components: images service professionals hold of their clients and behaviors service professionals use when interacting with these clients. Contrary approaches gleaned from the services and professions literatures are presented and contributions to the cognition literature are offered. |
| | Keywords: Identity; Professional; Services |
| Tight-Loose Coupling with Customers: The Enactment of Customer Orientation |
| | Danneels, Erwin | Emory U. | erwin@bus.emory.edu | 404 235 5957 |
| | This paper argues that tight-loose linkages with customers present a paradox for the firm. Data from interviews with practitioners in apparel retailing are used to examine the dynamics of the interaction of a firm with its customers. Through a process of "Weickian" enactment, knowledge of customers and marketing actions are linked in a self-reinforcing loop. If successful, this process produces tight coupling with current customers, which comes at the price of increased commitment and restricted vision. The author argues that firms should balance the natural process of tight coupling with a deliberate effort at loose coupling. |
| | Keywords: Enactment; Tight-Loose Coupling; Firm-Customer Interface |