Considered Service-specific journals were Journal of Service Research, Journal of Service Management, Journal of Services Marketing, Journal of Service Theory and Practice, Service Industries Journal, Cornell Hospitality Quarterly, and Service Science.
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Arasli, H., R. Bahman Teimouri, H. Kiliç and I. Aghaei (2017): Effects of service orientation on job embeddedness in hotel industry, Service Industries Journal, 37(42988), pp.607-627
This research aims to develop and analyze a model that depicts work engagement (WE) as a mediator of the relationship between job embeddedness and service orientation. Specifically, the model examines external environmental factors (EEFs) as moderator of the effects of service orientation and job embeddedness in the hospitality industry. All data used for this study were gathered in Iran from hotels frontline employees with a two-weeks’ time lag. These relationships mentioned above were analyzed using AMOS 22.0. It was discovered in the results that WE was indeed a partial mediator and that EEFs indeed moderated the effects of service orientation on job embeddedness with adequate empirical support. The implications of the findings for the managers, the study limitations, and future research recommendations were also discussed.
Chen, C.-L. (2017): Service providers’ sustainable service innovation: service-dominant logic, Service Industries Journal, 37(42988), pp.628-656
This study examined the service innovation in different service providers with multiple case-study approach. From the perspective of service-dominant logic, four service innovation development models can be distinguished in Technology Development Program companies in Taiwan, including service system integrator and niche market, innovative service solution provider and niche market, innovative service solution provider and mass market, and service system integrator and mass market. Service providers develop ICT platforms, customer relationship management systems, community commerce services, and multi-channel services that are appropriate for a specific industry. On the one hand, active improvement of ICT service system integration extends company capabilities toward external cooperative partners through the provision of integrated product services and comprehensive solutions. On the other hand, innovative service solutions optimize consumer experience and customer relationship management and improve business effectiveness and reduce operations costs due to an important role assigned to services and experience in product sales.
Erickson, G. S. and H. N. Rothberg (2017): Healthcare and hospitality: intangible dynamics for evaluating industry sectors, Service Industries Journal, 37(42988), pp.589-606
In order to assess potentially profitable exchanges across the healthcare and hospitality industries, this paper reviews intangibles theory, ranging from big data through knowledge assets (explicit and tacit) to intelligence, establishing the potential value from each and best practices for managing. Metrics are offered for the assessment of firms and industries according to these intangibles. Based on the metrics, intangible practices can be identified in all the industry sectors across healthcare as well as from hospitality sectors. Similarities are identified between hospitality and specific healthcare sectors (retail pharmacies have most in common with hospitality firms, both possessing strong data and explicit knowledge capabilities). Implications for strategy, competition, and intangibles management systems can also be drawn (chiefly process and customer relationship data and knowledge leading to operational and marketing excellence).
Gurcaylilar-Yenidogan, T. (2017): How to reduce coordination failure in option-dated forward contracts: the compensatory role of relational governance, Service Industries Journal, 37(42988), pp.567-588
The aim of this study is to explore the relationship between prior ties and informal norms in achieving interorganizational coordination as an outcome of exchange efficiency. The data from the hotels operating in the Antalya tourism region show that prior ties reduce the potential for unfair rents from ex post renegotiations in flexible contractual settings. Hence, informal norms from prior ties result in enhancing efficiency of interorganizational exchange relationships with a consistent and effective management of operational risks from external environment. Overall, this study contributes to the governance literature by exemplifying compensatory role of relational governance from prior ties in coordination failure of option-dated forward contracts.
Kellner, A. (2017): Human resource management standardisation and adaptation in franchises, Service Industries Journal, 37(42988), pp.545-566
Franchising is synonymous with standardisation and control, to achieve system-wide efficiencies and consistency in the brand image. Scholarly literature on human resource management (HRM) in this context has, to date, been relatively one-dimensional, discussing standardisation of HRM from the franchisor’s perspective with insufficient consideration of the role and experiences of franchisees. This article seeks to extend the concept of core and peripheral franchising components to HRM activities, presenting findings from a three-case study of Australian coffee franchises. The findings suggest reframing HRM in franchises as two separate but potentially overlapping systems managed by franchisor and franchisee, with core and peripheral elements that may or may not align. Subsequent outcomes of misalignment for the franchise relationship are considered, and resulting franchisee HRM behaviours are illustrated in a Franchisee HRM Response Matrix.
Russell-Bennett, R., C. Glavas, J. Previte, Charmine E. J. Härtel and G. Smith (2017): Designing a medicalized wellness service: balancing hospitality and hospital features, Service Industries Journal, 37(42988), pp.657-680
Medicalized environments around the world are challenged with making trade-offs between the clinical nature of the service and the customer service elements needed to deliver the service. Many medicalized wellness services have yet to achieve an effective balance between their hospitality and hospital features to generate loyalty (repeat patronage). We present a case study of a blood service organization in a developed country that, at the time of data collection (2011), was working to resolve tension between clinical goals and expectations of Millennial donors. The results identified seven principles: ‘control over booking and service interactions’; ‘build social connections’; ‘offer a luxury, indulgent experience’; ‘build relationship with customer beyond the “medical” procedure’. The three remaining principles related to hospital-like features: ‘hide the functional/medical features of the service experience’; ‘demystify the “hidden” processes’; ‘ability for the physical service environment to be modified by the customer’.