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In the context of sequential multistage utilitarian service processes, the purpose of this study is to develop and validate propositions to study the impact of service quality (SQ) perceptions developed in intermediate stages, along with the impact of service gestalt characteristics, such as peak and end experiences, on quality perception at each stage and on overall service quality (OSQ) perception. The cascade phenomenon (interdependency between process stages) is considered in the evaluation of OSQ perception of customer, who experiences service through a series of planned, distinct and partitioned sequential stages.

In this paper, a conceptual framework is used to evolve the propositions. Subsequently, propositions are tested in three different utilitarian service contexts wherein customer survey was conducted for feedback on attributes at each stage, summary perception evaluations of each stage and OSQ evaluation of multistage process. Peak experiences, considered for OSQ evaluation, were defined by a suitable statistical technique. Ordinal logistic regression with nested models is the technique used for analyzing the data.

This work reveals significant cascade effect of summary evaluation of intermediate stages on the subsequent stage. Peak customer experience (negative or positive) is observed to be marginally significant on intermediate stage and OSQ evaluation. In addition, OSQ is observed to be influenced by summary perception evaluations of intermediate stages, which leads to better model adequacy. Finally, among all the stages, end stage performance is observed to have a significant impact on the overall multistage SQ.

The findings suggest that in view of the cascade effect of intermediate stages, managers need to allocate resources to ensure that all stages are performing at an adequate level instead of only focusing on improving peaks and end effects of customer experiences. The proposed approach is easy to implement and suitable for evaluating SQ and OSQ in varied multistage sequential utilitarian service environment.

An integrated approach for evaluation of SQ in sequential multistage utilitarian service processes is proposed from the perspective of cascade effect of intermediate stages and peak and end effects on OSQ perception.

The purpose of this paper is to develop a tool, “The Excellence Grid,” to categorize attributes on the basis of their ability to impact customer perception of “excellence” in service compared to perception of “good” service. In addition, provide a three dimensional (3D) model for excellence-performance analysis, which can aid managers in formalizing the strategies for building perceptions of excellence about the service.

The positive zone of performance is analyzed through a two-function modeling technique of ordinal logistic regression (OLR) with the non-proportional odds to categorize attributes on grid. Tool is applied to two case studies to validate and establish the asymmetric impact of attributes on perceptions of “good service” and “excellent service.”

Similar to the Kano model for impact of attributes on positive and negative performances, findings from cases confirm the asymmetric impact of attributes on the positive zone of performance and establish “Excellence Grid” as a means to categorize attributes as drivers of excellence.

The “Excellence Grid” tool is expected to empower managers to focus on strategies directed toward the goal of “service excellence” and recommends that managers should not only strive for process improvement, but also sharpen the external communication of service excellence.

The “Excellence Grid” and the “3D Excellence-Performance model,” proposed in this research, are expected to enrich the body of knowledge on operational tools to achieve service excellence. Using parameter estimates of the two-function model of OLR for service quality has not yet been reported in open literature.

To appreciate the importance of carefully carving out a unique target group of customers and differentiating the offerings by establishing a brand born on the internet. To appreciate the criticality of balance between growth and quality. To appreciate the entrepreneurial dilemma of growth vs control while making difficult business growth choices. To analyse the alternative growth options in the context of the Su and Ta’s concerns and offer decision choices to go with the organizational ethos and business goals.

Three years back in Mumbai, India, Sujata and Taniya took a decision to quit their well-paying jobs and launch Suta, their small yet dynamic entrepreneurial venture of smart office wear for women. Sales had grown rapidly from INR 1.5 crore in 2016 to INR 5 crore in 2018. In March 2019, they found themselves at a crossroads: Should they bring in investors to accelerate their plans for growth and risk losing control or depend on organic growth? That would mean depending on operational cash flows to scale their business at a pace that would ensure that they did not compromise the quality of their operations, products and hence customer experience. The sisters had nurtured Suta’s brand image in the minds of their customers, through distinctive designs, quality processes, exemplary customer service and experience. All this through a strong yet responsible supply chain that nurtured weavers in rural India. They wanted both the brand and the many weavers who were dependent on them for work and livelihood, to grow. They had seen enough examples where the pursuit of growth had resulted in the quality of product and customer service suffering, along with employee attrition and process failures. They were very apprehensive of adopting the greedy for growth model through investor funding that many start-ups had followed and which eventually compromised their customer experience. The question clearly was not if they should grow, but how should they grow.

This case is designed for use at the postgraduate level in courses on entrepreneurship, business strategy, strategic management and strategic marketing, as well as in executive management programs. It can be used at the beginning of a course or toward the middle, to set the context for the course. The case will help instructors focus on the unique situation of a company “born on the internet,” which has to manage the current growing business while making a choice for growth in an emerging market where e-commerce channel is rapidly becoming popular.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

Given the continuing need to study service marketing adaptations that emerged in the wake of Covid-19, this paper aims to look at the formation and evolution of purchase groups (PGs) that arose in Indian gated communities during the pandemic and have continued functioning in the post-pandemic marketplace. Not only did these groups act as much-needed interstitial markets during a time of significant external disruption, but they also served as sites of value co-creation, with consumers collaborating with each other and with service providers.

Using a phenomenological research approach, the authors conducted 22 in-depth interviews with Indian consumers and small service providers to gather accounts of how PGs started and evolved with time. Subsequent data coding and analyses are conducted with NVivo 12.

Using the service ecosystem perspective, the authors illustrate seven distinct themes that capture the nuances of the formation and evolution of PGs. These consist of entrepreneurality, collectivity, and fluidity at the service ecosystem level, hybridity and transactionality at the servicescape level, and mutuality and permeability at the service encounter level.

This study provides an empirical and theoretically grounded account of a long-term service marketing adaptation that has persisted in the post-pandemic marketplace. This helps us address recent calls for such research while also adding to the work on value co-creation in collective consumption contexts and extant discourse on service ecosystems.

Human resource development/management and change management, leadership, entrepreneurial development and indigenous innovation.

The case is suitable for final year undergraduate human resource development/management, change management, indigenous innovation, or specialist HRM Master's program (strategic HRM/HRD) students.

The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a small organisation brings to the fore the impact of the strategic decisions owners of capital place on managers as they address issues of sustained growth to support short-term expectations of shareholders. The case highlights India's indigenous approach to frugal innovation or jugaad (finding a creative and improvised work around); how a group of managers consistently reinvented the business model and human resource management practices to stay afloat and meet shareholder expectations.

Depending on the teaching programme and the emphasis of this case in the class, one or more of the following learning outcomes (LO) can be achieved from this case study. These LO have been developed using Bloom's taxonomy and they progressively move from simple to complex LO. Following the case analysis, students should be able to: discuss the key challenges faced by Transcribe and Tally (T&T); identify and analyse the various influences of internal and external factors on training provision; understand the importance of an external network of service provision and identify the key training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between T&T's competitive strategy and its strategic choices (make versus buy) towards investing in training; evaluate the role of training in developing organisational capabilities; and strategize a way forward for Roy Thakur.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

FOLLOWING ON from Roy Tomlinson's article (NLW July), while agreeing with much that he says I would like to enlarge on some points. I had hoped that the educational technology argument had been laid to rest after the publication in the Times higher educational supplement of correspondence occasioned by the Library Association's statements on resource centres.

This chapter illuminates the central role of kin networks and the routines they construct to maintain family ties and support young fathers in jail. Recent research demonstrates variation in incarcerated fathers’ contact with children. There is less focus on variation in contact with extended kin networks and how kin networks contribute to father–child contact during an incarceration period. Forty-three incarcerated young fathers (ages 19–26) in three Southern California jails, 79% of whom self-identified as Latino, were interviewed to explore fathers’ descriptions of family contact during jail. Incarcerated young fathers rely on kin networks to coordinate routines for contact during jail, including father–child contact. Father inclusion in family life during jail depends not only on the mother of the child but – perhaps integrally – extended paternal kin. Available paternal kin can facilitate connectedness between children and incarcerated fathers in family contexts of complicated parental circumstances (e.g., parental relationship dissolution). Family members mitigate family challenges to maintain ties despite carceral policies meant to isolate fathers from families and children. A continued focus on kin networks and their role in maintaining family connectedness is crucial to understanding and reducing the collateral consequences to family members and incarcerated persons following release from jail.

Discussions about conflict at work generally tend to revolve around examples of overt industrial action, taken against an employer by a group of well‐organised employees. As the service sector becomes increasingly prominent within the UK, this model is no longer adequate – if it ever was – since much action is covert and individualistic in nature. Moreover, managers themselves may also engage in activities designed to defy or subvert central policy initiatives. This monograph is concerned with an analysis of such activities in a night‐club environment, and is based on six years research during which one of the authors worked as an employee for a large service sector organisation. It illustrates graphically the way in which employees resisted management instructions, or sought to “get even” with individuals who had alienated them. The implications which this research suggests for improving systems of management in an environment such as this are assessed.

This chapter examines the underpinnings of collective resistance in a nonunion factory. I begin by acknowledging the important contribution made by Randy Hodson and others who have uncovered key material structural underpinnings of collective resistance in workplaces. Such an approach, however, leaves large unanswered questions about collective agency. I argue that a focus upon the potential links between lived culture and collective resistance can bring us closer to an understanding of collective agency. To this end, I present key findings of an ethnographic study of culture and resistance at window-blinds factory. I outline the informal collective resistance enacted by the workers in the factory and offer an analysis of the structural factors underpinning the considerable resistance at this factory. The second half of the chapter is dedicated to outlining the everyday Stayin’ Alive culture on the shopfloor and to analyzing the dotted lines that led from this culture to the collective resistance.