{"id":4427,"date":"2017-02-23T12:13:59","date_gmt":"2017-02-23T17:13:59","guid":{"rendered":"http:\/\/www.servsig.org\/wordpress\/?p=4427"},"modified":"2017-02-09T23:11:53","modified_gmt":"2017-02-10T04:11:53","slug":"service-articles-in-non-service-specific-journals-jan-2017","status":"publish","type":"post","link":"https:\/\/www.servsig.org\/wordpress\/2017\/02\/service-articles-in-non-service-specific-journals-jan-2017\/","title":{"rendered":"Service Articles in Non-Service-Specific Journals (Jan 2017)"},"content":{"rendered":"

Today we\u00a0identify service articles published in\u00a0Marketing, Management, Operations, Productions, Information Systems & Practioner-oriented Journals\u00a0<\/strong>in January\u00a02017.<\/p>\n

For more information about the alert system methodology go\u00a0here<\/a><\/p>\n

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Fang, Y.-H. (2017): Beyond the Usefulness of Branded Applications: Insights from Consumer-Brand Engagement and Self-construal Perspectives, <\/strong> Psychology & Marketing<\/em>, 34(1), pp. 40-58<\/p>\n

Branded mobile applications (apps) present one of the most promising opportunities for marketers to reach current and potential customers, sell products or services, and facilitate customer engagement with brands. This study aims to explore how branded apps influence consumers’ brand repurchase intention and continuance usage intention. Integrating the utilitarian view from information systems research and the view of consumer-brand engagement from marketing research, a complementary engagement path alongside the utilitarian path was devised and tested in order to elucidate consumer perceptions toward branded apps. Independent self-construal and interdependent self-construal moderate relationships along the utilitarian path and engagement path, respectively. Data collected from 637 respondents support most of the proposed hypotheses. Results show that the engagement path has more influence on continuance intention and equal influence on repurchase intention when compared to the utilitarian path. Findings show that apps users have different thoughts along each of the two paths, depending on their self-construal. The study’s findings also provide app designers and marketers with new perspectives on how to better design branded apps.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1002\/mar.20972<\/a> [Google<\/a>] <\/em><\/p>\n

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Hult, G., F. Morgeson, N. Morgan, S. Mithas and C. Fornell (2017): Do managers know what their customers think and why?, <\/strong> Journal of the Academy of Marketing Science<\/em>, 45(1), pp. 37-54<\/p>\n

The ability of a firm’s managers to understand how its customers view the firm’s offerings and the drivers of those customer perceptions is fundamental in determining the success of marketing efforts. We investigate the extent to which managers’ perceptions of the levels and drivers of their customers’ satisfaction and loyalty align with that of their actual customers (along with customers’ expectations, quality, value, and complaints). From 70,000 American Customer Satisfaction Index (ACSI) customer surveys and 1068 firm (manager) responses from the ACSI-measured companies, our analyses suggest that managers generally fail to understand their firms’ customers in two important ways. First, managers systematically overestimate the levels of customer satisfaction and attitudinal loyalty, as well as the levels of key antecedent constructs such as expectations and perceived value. Second, managers’ understanding of the drivers of their customers’ satisfaction and loyalty are disconnected from those of their actual customers. Among the most significant ‘disconnects,’ managers underestimate the importance of customer perceptions of quality in driving their satisfaction and of satisfaction in driving customers’ loyalty and complaint behavior. Our results indicate that firms must do more to ensure that managers understand how their customers perceive the firm’s products and services and why.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1007\/s11747-016-0487-4<\/a> [Google<\/a>] <\/em><\/p>\n

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Kirmani, A., R. W. Hamilton, D. V. Thompson and S. Lantzy (2017): Doing Well Versus Doing Good: The Differential Effect of Underdog Positioning on Moral and Competent Service Providers, <\/strong> Journal of Marketing<\/em>, 81(1), pp. 103-117<\/p>\n

The article discusses research on consumer preference between highly competent, less moral service providers and highly moral, less competent service providers. Topics include the tendency for consumers to value competence over morality, and the tendency for consumers to feel empathy for underdog positioning, helping moral service providers overcome deficits in competence despite not helping competent service providers overcome deficits in morality.<\/p>\n

Link: http:\/\/dx.doi.org\/<\/a> [Google<\/a>] <\/em><\/p>\n

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Kude, T., H. Hoehle and T. A. Sykes (2017): Big data breaches and customer compensation strategies, <\/strong> International Journal of Operations & Production Management<\/em>, 37(1), pp. 56-74<\/p>\n

Purpose Big Data Analytics provides a multitude of opportunities for organizations to improve service operations, but it also increases the threat of external parties gaining unauthorized access to sensitive customer data. With data breaches now a common occurrence, it is becoming increasingly plain that while modern organizations need to put into place measures to try to prevent breaches, they must also put into place processes to deal with a breach once it occurs. Prior research on information technology security and services failures suggests that customer compensation can potentially restore customer sentiment after such data breaches. The paper aims to discuss these issues.Design\/methodology\/approach In this study, the authors draw on the literature on personality traits and social influence to better understand the antecedents of perceived compensation and the effectiveness of compensation strategies. The authors studied the propositions using data collected in the context of Target\u2019s large-scale data breach that occurred in December 2013 and affected the personal data of more than 70 million customers. In total, the authors collected data from 212 breached customers.Findings The results show that customers\u2019 personality traits and their social environment significantly influences their perceptions of compensation. The authors also found that perceived compensation positively influences service recovery and customer experience.Originality\/value The results add to the emerging literature on Big Data Analytics and will help organizations to more effectively manage compensation strategies in large-scale data breaches.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1108\/IJOPM-03-2015-0156<\/a> [Google<\/a>] <\/em><\/p>\n

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Matthias, O., I. Fouweather, I. Gregory and A. Vernon (2017): Making sense of Big Data \u2013 can it transform operations management?, <\/strong> International Journal of Operations & Production Management<\/em>, 37(1), pp. 37-55<\/p>\n

Purpose
\nThe purpose of this paper is to focus on the application and exploitation of Big Data (BD) to create competitive advantage. It presents a framework of application areas, and how they help the understanding of targeting and scoping specific areas for sustainable improvement. Empirical evidence demonstrates the application of BD in practice and tests the framework.
\nDesign\/methodology\/approach
\nAn exploratory approach is adopted to the secondary research which examines vendors\u2019 offerings. The empirical research used the case study method.
\nFindings
\nThe findings indicate that there is opportunity to create sustainable competitive advantage through the application of BD. However there are social, technological and human consequences that are only now beginning to emerge which need to be addressed if true long-term advantage is to be achieved.
\nResearch limitations\/implications
\nThe research develops a framework and tests it only in two dimensions. This should be expanded. The vendor analysis limitations lie within the nature of the information available and the difficulties in mitigating against bias.
\nPractical implications
\nThe suggested framework can help academics and managers to identify areas of opportunity to do so, setting new levels of performance and new agendas for business.
\nOriginality\/value
\nThis work contributes to service operations management, building on Kranzberg (1986) and the impact of technology and on Fosso Wamba\u00a0et al.\u00a0(2015) by developing a systems application framework to further understanding of BD from a practical perspective to extend their research taxonomy insights. The case studies demonstrate how the use of BD enhances operational performance.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1108\/IJOPM-02-2015-0084<\/a> [Google<\/a>] <\/em><\/p>\n

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Mehmood, R., R. Meriton, G. Graham, P. Hennelly and M. Kumar (2017): Exploring the influence of big data on city transport operations: a Markovian approach, <\/strong> International Journal of Operations & Production Management<\/em>, 37(1), pp. 75-104<\/p>\n

Purpose The purpose of this paper is to advance knowledge of the transformative potential of big data on city-based transport models. The central question guiding this paper is: how could big data transform smart city transport operations? In answering this question the authors present initial results from a Markov study. However the authors also suggest caution in the transformation potential of big data and highlight the risks of city and organizational adoption. A theoretical framework is presented together with an associated scenario which guides the development of a Markov model.Design\/methodology\/approach A model with several scenarios is developed to explore a theoretical framework focussed on matching the transport demands (of people and freight mobility) with city transport service provision using big data. This model was designed to illustrate how sharing transport load (and capacity) in a smart city can improve efficiencies in meeting demand for city services.Findings This modelling study is an initial preliminary stage of the investigation in how big data could be used to redefine and enable new operational models. The study provides new understanding about load sharing and optimization in a smart city context. Basically the authors demonstrate how big data could be used to improve transport efficiency and lower externalities in a smart city. Further how improvement could take place by having a car free city environment, autonomous vehicles and shared resource capacity among providers.Research limitations\/implications The research relied on a Markov model and the numerical solution of its steady state probabilities vector to illustrate the transformation of transport operations management (OM) in the future city context. More in depth analysis and more discrete modelling are clearly needed to assist in the implementation of big data initiatives and facilitate new innovations in OM. The work complements and extends that of Setia and Patel (2013), who theoretically link together information system design to operation absorptive capacity capabilities.Practical implications The study implies that transport operations would actually need to be re-organized so as to deal with lowering CO2 footprint. The logistic aspects could be seen as a move from individual firms optimizing their own transportation supply to a shared collaborative load and resourced system. Such ideas are radical changes driven by, or leading to more decentralized rather than having centralized transport solutions (Caplice, 2013).Social implications The growth of cities and urban areas in the twenty-first century has put more pressure on resources and conditions of urban life. This paper is an initial first step in building theory, knowledge and critical understanding of the social implications being posed by the growth in cities and the role that big data and smart cities could play in developing a resilient and sustainable transport city system.Originality\/value Despite the importance of OM to big data implementation, for both practitioners and researchers, we have yet to see a systematic analysis of its implementation and its absorptive capacity contribution to building capabilities, at either city system or organizational levels. As such the Markov model makes a preliminary contribution to the literature integrating big data capabilities with OM capabilities and the resulting improvements in system absorptive capacity.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1108\/IJOPM-03-2015-0179<\/a> [Google<\/a>] <\/em><\/p>\n

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Ramanathan, U., N. Subramanian and G. Parrott (2017): Role of social media in retail network operations and marketing to enhance customer satisfaction, <\/strong> International Journal of Operations & Production Management<\/em>, 37(1), pp. 105-123<\/p>\n

Purpose The technology evolution compels retail networks to introduce unique business models to retain customers and to gain a competitive advantage. Customer reviews available through social media need to be taken into account by retail networks to design a model with unique service operations and marketing approaches that will improve loyalty by adding value to customers. Furthermore, the relationship between customer satisfaction and customer spending behaviour is very weak and needs further investigation. Hence the purpose of this paper is to understand how retail network leverage the potential of social media reviews along with unique service operations to satisfy customers. The study analyses the nexus of: a brand, promotional offers, service operations; and their interaction through social media reviews on customer satisfaction levels.Design\/methodology\/approach The authors develop a conceptual model for the social media era. The authors combine the idea of loyalty- and value-based models of Chatterjee (2013). The authors employed a survey questionnaire method to elicit opinions of retail customer satisfaction based on social media reviews, service operations and marketing efforts. The authors derive measures of the model from existing literature and expert opinion.Findings Social media reviews dramatically impact upon customer satisfaction. Similarly the empirical analysis identifies the significant and positive role played by service operations in customer satisfaction levels. Interestingly the authors did not find unequivocal support for brand satisfaction impacting on customer satisfaction. However, when promotions interact well with service operations, the level of customer satisfaction is significantly affected. Similarly the authors did not observe a positive outcome when there is an interaction between promotion and social media reviews. After reading the reviews, some potential buyers make a visit to store before making final decisions and surprisingly, promotional effects do not change their mind set.Practical implications Research findings confirm the importance of social media reviews, marketing and interaction between promotion and service operations enabling retail networks to build loyalty and value-based models. Based on customer behaviour, the study suggests a need to consider operational efficiencies when promoting sales; through careful planning, customer satisfaction and profitability levels can be increased. This sends a strong message to the retail network to defend their position within a very competitive business market.Originality\/value The empirical evidence based on customer experience would be helpful for companies in integrating their operations and marketing efforts enabling them to convert different segment of customers such as free riders (higher satisfaction and low profitability) and vulnerable customers (low satisfaction and higher profitability) into star customers (higher satisfaction and high profitability). Through a considered approach: combining social media reviews, marketing and operations, busi<\/p>\n

Link: http:\/\/dx.doi.org\/10.1108\/IJOPM-03-2015-0153<\/a> [Google<\/a>] <\/em><\/p>\n

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Shugan, S. M., J. Moon, Q. Shi and N. S. Kumar (2017): Product Line Bundling: Why Airlines Bundle High-End While Hotels Bundle Low-End, <\/strong> Marketing Science<\/em>, 36(1), pp. 124-139<\/p>\n

Product lines are ubiquitous. For example, Marriott International manages high-end ultra-luxury hotels (e.g., Ritz-Carlton) and low-end economy hotels (e.g., Fairfield Inn). Firms often bundle core products with ancillary services (or add-ons). Interestingly, empirical observations reveal that industries with ostensibly similar characteristics (e.g., customer types, costs, competition, distribution channels, etc.) employ different bundling strategies. For example, airlines bundle high-end first class with ancillary services (e.g., breakfast, entertainment) while hotel chains bundle ancillary services (e.g., breakfast, entertainment) at the low-end. We observe, unlike hotel lines that are highly differentiated at different geographic locations, airlines suffer low core differentiation because all passengers (first-class and economy) are at the same location (i.e., same plane, weather, delays, cancellations, etc.). In general, we find product lines with low core differentiation (e.g., airlines, amusement parks) routinely bundle high-end while product lines with highly differentiated cores (e.g., hotels, restaurants) routinely bundle low-end. High-end bundling makes the high-end more attractive, increasing line differentiation (less intraline competition) while low-end bundling decreases line differentiation. Therefore, bundling allows optimal differentiation given a differentiation constraint (complex costs). Last, firms may use strategic bundling for targeting in their core products; e.g., low-end hotels bundle targeted add-ons unattractive to high-end consumers such as lower-quality breakfasts and slower Internet. Data, as supplemental material, are available at .<\/p>\n

Link: http:\/\/dx.doi.org\/10.1287\/mksc.2016.1004<\/a> [Google<\/a>] <\/em><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Today we\u00a0identify service articles published in\u00a0Marketing, Management, Operations, Productions, Information Systems & Practioner-oriented Journals\u00a0in January\u00a02017. For more information about the alert system methodology go\u00a0here Fang, Y.-H. (2017): Beyond the Usefulness of Branded Applications: Insights from Consumer-Brand Engagement and Self-construal Perspectives, Psychology & Marketing, 34(1), pp. 40-58 Branded mobile applications (apps) present one of the most […]<\/p>\n","protected":false},"author":1,"featured_media":3835,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[168,10],"tags":[],"_links":{"self":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts\/4427"}],"collection":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/comments?post=4427"}],"version-history":[{"count":1,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts\/4427\/revisions"}],"predecessor-version":[{"id":4428,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts\/4427\/revisions\/4428"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/media\/3835"}],"wp:attachment":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/media?parent=4427"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/categories?post=4427"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/tags?post=4427"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}