bluuebunny/crossref_metadata_2025 huggingface dataset:
Empowerment in five‐star hotels: choice, voice or rhetoric?
Authors: Hales Colin , Klidas Antonis
Published: July 2002

This article highlights the ambiguities and debates surrounding the meaning, application, purpose and concomitants of the concept of empowerment presented in the service management literature and argues that these flow from the attempt to reconcile the need for control to secure employee compliance with the need to cede a degree of autonomy to secure co‐operation and initiative. It shows how empowerment is conceived primarily in terms of “choice” ‐ increase discretion over how work if performed ‐ rather than “voice” ‐ greater involvement in organizational decision‐making ‐ and is increasingly regarded as a particular and contingent management strategy in which control via regulation and supervision is replaced by more indirect controls. A study of five‐star hotels in Amsterdam is reported which shows that, despite managerial rhetoric, there was little “empowerment” in practice and what there was amounted to increased employee responsibility rather than greater choice over how work was done or more voice in organizational decisions and that supporting forms of recruitment, training and remuneration were mostly absent.
Overlapping product‐benefit segments in the lodging industry: a canonical correlation approach
Authors: Baloglu Seyhmus , Weaver Pamela , McCleary Ken W.
Published: July 2002

Segmenting techniques used in the lodging industry typically assume that individuals fall into mutually exclusive groups, that is, they are assigned to one type of lodging concept by the segmenting method used. In reality, however, travelers often use several types of lodging alternatives. This study utilized a canonical correlation approach to segment the senior pleasure traveler market. The analysis resulted in both uniquely defined and overlapping segments based on the relationship between lodging preferences and benefits/attributes sought in a lodging accommodation. The study also revealed implications dealing with overlapping segments as well as loyalty to specific lodging segments.
A typology of hotels as individual players: the case of Bornholm, Denmark
Authors: Sundgaard Elin , Rosenberg Lennart , Johns Nick
Published: July 2002

Activities such as benchmarking and grading are essential to maintaining and improving service in the small hotel sector. Yet the diversity of this sector is such that grading schemes are often unable to address the qualities of all small hospitality businesses on an equitable basis. This article describes a practical attempt to classify hotels on the Danish island of Bornholm. A typology was developed in the form of three dimensions: season, size, and ownership, each of which was dichotomised, so that an eight‐cell matrix was produced. Discusses how the data fitted to this matrix and makes a number of recommendations for future work in this area.
Using environmental scanning for business expansion into China and Eastern Europe: the case of transnational hotel companies
Authors: Wu Adam , Costa Jorge , Teare Richard
Published: July 2002

This paper reports on a study designed to explore the relationship between environmental scanning and business expansion strategies in the international hotel sector. Unit level perspectives on environmental scanning and business expansion strategies of trans‐national hotel companies (TNHCs) operating in China and Eastern Europe are presented and analysed. (For the purpose of this study transnational hotel companies are defined as those companies operating hotel units in more than two countries.) The research, based on a survey of 50 general managers, concludes that, due to the complexity and the increasing uncertainty of the international hotel sector, TNHCs and their managers at unit level need to be more conscious of the significance of trends in the business environment when deciding on their business expansion strategies.
An examination of the organisational characteristics of selected German travel companies in Turkey
Authors: Batman Orhan , Hüseyin Soybali H.
Published: July 2002

Tour operators have played an important role in the marketing and distribution of tourism products to customers. As one of the major tourist‐generating countries, the significance of the tour operator industry has been felt strongly in Germany. When one considers that about 30 to 40 per cent of German holidaymakers travelling abroad buy their holidays directly from tour operators or via travel agencies, the importance of these travel establishments in Germany becomes obvious. The dominance of tour operators in the marketing of tourism destinations world‐wide in Germany suggests their great importance to the tourism industries of destination countries in terms of the steady and balanced development of tourism. Consideration of the main functions of tour operators in the tourism industry, and understanding the working environment in which they operate and their experience in the industry, may provide very useful benefits to other tour operators and the tourism industry as a whole, as they all operate in a similar environment and work with each other frequently. Therefore, this survey among eight tour operators and ten German travel agencies aims to examine and identify the basic managerial and organisational structure of German tour operators and travel agencies in Turkey.
Searching for a balance in tourism development strategies
Authors: Font Xavier , Ahjem Tor E.
Published: July 2002

This article introduces the ethical reasons for tourist destinations to follow market‐led or supply‐oriented strategies when developing tourism as an economic option. Economic, environmental and social issues will be used to exemplify the consequences of either pure strategy. The article argues that there is a need to take into account the public sector, the private sector, non‐profit organizations and the residents in order to design sustainable tourism strategies.
Sustainable tourism: learning from Indian religious traditions
Authors: Gupta Vasanti
Published: July 2002

Religious pilgrimages have taken place for many hundreds of years without causing the negative environmental, cultural and social impacts associated with tourism. Common features of pilgrimages are: not an excessive burden on the environment; beneficial to local communities; occur at certain times of year only; people carry their own baggage and purchase food, etc. locally; pilgrims are quiet and law‐abiding; killing animals or taking from nature is taboo. Some lessons can be learned from these for modern tourism.
Towards a definitive view of the nature of hospitality and hospitality management
Authors: Brotherton Bob
Published: July 2002

Explores the issues lying at the very heart of the endeavour academic researchers and industrial practitioners working in the hospitality field are engaged in; the essence of what is referred to as hospitality and its management. It critically reviews the definitions and perspectives on these fundamental issues proffered in the contemporary literature in an attempt to create a clearer view of what “hospitality” and “hospitality management” are. In seeking to achieve this goal the paper questions the fundamental validity of these definitions and perspectives, many of which are frequently accepted as incontestable truths by both academics and practitioners. Finally, the paper presents new definitions for “hospitality” and “hospitality management” which, it argues, should be those adopted to inform and direct the agendas of both academic researchers and industrial practitioners in the new millennium.
Theory and reality of interdisciplinary research
Authors: Roper Angela , Brookes Maureen
Published: July 2002

Argues the case for interdisciplinary research in hospitality management. Education in the industry, by and large, does take this more holistic stance. Using a case illustrates the value and benefits of interdisciplinary research. One of the biggest problems is finding a suitable vehicle for presenting the research findings. Current journals tend to be too narrow in discipline focus. However, there is a growth in conferences etc. which take a more interdisciplinary approach and these are a possible solution. Hospitality management transcends many other subject boundaries, so it is important that research in these areas is made more accessible and credible to the world at large.
Measuring hotel quality: back to basics
Authors: Ekinci Yuksel , Riley Michael
Published: July 2002

This paper describes the use of Q‐sort technique in the scale development process. An exploratory study is presented to show the application of this methodology. The study takes its dimensions from established models of service quality. The result proposes that Q‐sort technique is a useful methodological approach in eliminating the validity and reliability problems particularly in the early scale development stages.
Measuring total customer experience in museums
Authors: Rowley Jennifer
Published: July 2002

Against the changing perceptions of the nature of the customer experience in museums, this article seeks to explore aspects of the total customer experience in museums, initially through two simple case studies, and subsequently by identifying some of the factors that might influence the customer experience. A methodology using walk‐through audits is proposed for monitoring the total customer experience. This methodology has the following stages: building a typical customer profile, designing walk through audit frames, executing audit frames, analysing the data from frames, introducing any recommended changes to the strategic plan, and modifying frames to reflect changes. This methodology offers an important approach to the evaluation of the total customer experience, which encompasses consideration of the way in which the variety of individual service exchanges come together to provide an integrated experience.
HRM, performance, commitment and service quality in the hotel industry
Authors: Worsfold Philip
Published: July 2002

The nature of HRM and the extent to which it is adopted by industry is reviewed. HRM in the hotel and catering industry is compared with other sectors of industry, including small to medium size organizations. The literature concerning HRM and performance is briefly reviewed and its relevance to service industries, and the hotel industry is addressed. Service quality is identified as a performance indicator. Determinants of service quality are considered in relation to HRM. The need for additional research is identified.
Third party logistics – from an interorganizational point of view
Authors: Skjoett‐Larsen Tage
Published: July 2002

The adoption of third party logistics is becoming widespread in the industry. Discusses various definitions of third party logistics and the theoretical background for the development of third party arrangements, including both transaction cost theory and network theory. A theoretical framework is then developed to explain the role and motivation for this development. Transaction cost analysis (TCA) explains the conditions under which third party agreements become preferable to the classical choice between market and hierarchy. Network theory explains the dynamics in third party cooperations. Three specific cases of third party logistics are included and analyzed on the bases of the theoretical framework. Concludes that third party logistics are not merely a means to cost efficiency, but also as a strategic tool for creating competitive advantage through increased service and flexibility. Furthermore, the discussion points to the importance of investment in human resources and change in attitudes as part of the success of third party arrangements.
Freight logistics in the New Zealand context
Authors: Sankaran Jay
Published: July 2002

It is well known that within an economic region, shippers’ practice of logistics is shaped significantly by various factors, such as transportation regulation. The precise purpose of this paper is to describe these factors and their influence on logistics practice in the New Zealand context. Discusses the various modes of domestic freight transport, as well as the deregulation and privatization of the transportation sector of the New Zealand economy. Also examines international shipping and airfreight in the context of New Zealand’s foreign trade. Identifies three sets of contextual factors (structural, regulatory, and developmental) that, in the New Zealand situation, shape shippers’ practice of freight logistics.
The remaining need for localisation of logistics practices and services in Europe
Authors: Evans Keith
Published: July 2002

Begins by reviewing the need to outsource logistics activities. Asserts that a new market‐led business philosophy has become the core competence of companies that are serious about their survival. Addresses the question of whether there is a need for localised services and whether the development of suppliers into giants who can dominate the market is good for users, clients or consumers. Expresses fear based upon practical experience in working with logistics service providers, of the growth of cartel‐like companies that will have a strangle‐hold on business. Pros and cons of large and small players are listed, leading to a structured argument.
Marketing myopia revisited: lessons for logistics
Authors: Stock James R.
Published: July 2002

Refers to the historic article by Theodore Levitt, entitled “Marketing myopia”, that appeared in 1960 in the Harvard Business Review which has had significant impact on business thought and practice. The philosophy or orientation presented by Levitt still has profound implications for the discipline of logistics, even 40 years after the writing of his article. This article argues that persons in logistics have sometimes taken a myopic view of the discipline and that if the area is ever to achieve the level of importance prophesied for it, academicians and practitioners alike will have to take a much broader and pervasive view of what logistics is and what it could become. Some provocative questions are posed to those involved in the theoretical and applied areas of logistics.
A typology of vulnerability scenarios towards suppliers and customers in supply chains based upon perceived time and relationship dependencies
Authors: Svensson Göran
Published: July 2002

The topic of this research focuses on companies’ perceived time and relationship dependencies in supply chains. The empirical findings are based upon a mail survey in the Swedish automotive industry. The principal contribution is a typology of vulnerability scenarios in supply chains based upon perceived time and relationship dependencies towards both suppliers and customers. A methodological contribution of this study is its simultaneous consideration of companies’ inbound and outbound supply chains.
Quick Response: An International Perspective
Authors: Fernie John
Published: July 2002

Discusses the development of quick response techniques in different
parts of the world, notably the UK, USA, continental Europe and Japan.
While much of the initial work on quick response focused on the fashion
sector of business, deals specifically with grocery markets where
arguably quick response should be a part of corporate philosophy. Shows
that the enabling technologies to implement quick response are in place
but success at reducing inventory through the supply chain and in
minimizing lead times varies not only from country to country but also
between companies in specific countries. The reasons for such
variations include the nature of retailer‐supplier relations, the degree
of fragmentation or concentration of retail markets, the extent of
retail branding and the distribution “culture” evident in different parts
of the world.
Recurrent decision approaches to shipment‐release timing in freight
consolidation
Authors: Higginson James K.
Published: July 2002

Discusses “recurrent approaches” to determining when to
despatch a consolidated load. Unlike a “non‐recurrent
approach” (which sets a target time or weight prior to
accumulating orders and despatches when the target is reached),
recurrent approaches re‐evaluate the shipment‐release decision several
times within an order accumulation cycle. Presents two probabilistic
recurrent models, one assuming private transportation and the other
common carriage. Compares the performance of these models with the
nonrecurrent rules of despatching the “economic shipment
weight” or, in the case of common carriage, the minimum volume
weight. Concludes that with both forms of transportation, the decision
heuristic outperforms despatching the economic shipment weight when that
weight is close to vehicle capacity. Shows that, with common carriage,
the use of the more sophisticated model does not yield better cost
results than the minimum volume weight despatch rule. Discusses the
reasons for, and implications of, these results.
Predictors of relationships among buying and supplying firms
Authors: Monczka Robert M. , Callahan Thomas J. , Nichols Ernest L.
Published: July 2002

Analyses responses from over 700 suppliers about their
relationships with one of five different manufacturing firms. Finds that
co‐operation, years as supplier, and perceived dependence were the
strongest predictors of the suppliers′ assessments of their business
relationships with the manufacturing firms. Participation in joint
programmes, ratings of the manufacturers′ quality programmes, and
perceived dependence were the strongest predictors of the transfer of
cost and technological information from the supplier to the buying firm.
Discusses implications for companies seeking stronger relationships with
their exchange partners, as well as information sharing behaviours from
them.
Customer service: the distribution of seasonal food products under risk
Authors: Boronico Jess S. , Bland Dennis J.
Published: July 2002

Addresses important logistical considerations in the distribution of a seasonal food product. While continued attempts have been made to maintain high levels of customer service within the food industry, the degree of uncertainty in the distribution channel itself often undermines management’s efforts to procure adequate stock of product during peak demand season. Develops a stochastic dynamic programming formulation which may serve as a decision‐support tool for managers faced with procuring product in a distribution channel in which receipt quantities are probabilistic. Provides numerical results, supporting the intuitive result that expected costs and the length of the required planning horizon are inversely related to the level of uncertainty in the distribution channel.
Industrial dynamics modelling of supply chains
Authors: Towill Denis R.
Published: July 2002

The use of industrial dynamics modelling of real‐life supply chains has only recently re‐emerged from the shadows after a lengthy gestation period. Shows that it is a powerful methodology for predicting and prioritizing methods of re‐engineering the chain in order to achieve enhanced performance when viewed from the perspective of all “players” in the chain. Building an adequate model of an existing, or proposed, real‐life supply chain requires the use of people‐based sources, observation‐based sources, and systems‐knowledge‐based sources. Illustrates each of these approaches. Concludes with predicting the benefits expected from substantial re‐engineering of an electronics products supply chain.
Formal versus informal contracts: achieving alliance success
Authors: Frankel Robert , Schmitz Whipple Judith , Frayer David J.
Published: July 2002

Observes that strategic alliances continue to be an important research and business focus. Many firms struggle with how to link alliance theory with actual practice. In particular, managers question how long‐term commitment between alliance partners is developed and achieved. Traditional business practice has relied primarily on formal written contracts, but informal social contracts or verbal agreements are also utilized. Examines the role of formal and informal contracts in positioning alliances for long‐term success. Findings indicate that extremely successful alliances exhibited informal social contracts regardless of whether or not formal written contracts were included in the relationship. In other words, while a written contract may initially serve as an agreement to collaborate, the partners’ actions signify long‐term commitment to the alliance. This has important managerial implications for how key contacts in the alliance develop co‐operation, trust and loyalty which illustrates the strength of the informal contract.
Linkages between product distribution and service support functions
Authors: Loomba Arvinder P.S.
Published: July 2002

Examines the interfunctional linkages between product distribution and after‐sales service support functions in business organizations operating in marketing channel environments. Also discusses managerial and logistic implications of the process of selecting product distribution and service support channels in the context of specific market segments of a particular product industry. An examination of the operations of two computer equipment manufacturing firms indicates that in “low substitutability” environments, such as in the case of specialty products, manufacturing firms tend to centralize both product distribution and service support functions. In contrast, in “high substitutability” environments, such as in the case of commodity products, manufacturing firms tend to decentralize both product distribution and service support functions. These case studies suggest that both product distribution and after‐sales service support strategies are closely linked to each other. Also, several product‐, firm‐, and industry‐related attributes, which dictate the choice of product distribution and after‐sales service support channels, were identified for the computer‐equipment industry.
Operating in the Caribbean: a logistics perspective
Authors: Myers Matthew B. , Fawcett Stanley E. , Smith Sheldon R.
Published: July 2002

Notes the various factors, e.g. increased domestic production costs, which have led many US firms to pursue production sharing efforts in overseas regions. Also that areas having attractive trade relationships with the USA have become particularly favourable locations for investment in production facilities catering to export markets. Cites the Caribbean Basin Initiative (CBI), established in 1982, as one trade agreement which has resulted in increased production sharing ventures due to liberal import‐export legislation. Notes, however, that these overseas facilities, traditionally are characterized by increased transportation costs and related logistics problems. Investigates the current logistics performance within the value‐added strategies of North American firms operating in the Caribbean Basin. A survey of corporate managers responsible for strategic business unit operations was conducted in order to understand better the relative importance of logistics related priorities and information gathering capabilities, the nature of production sharing within the CBI, and the logistics performance of the firms within this region. Discusses managerial implications and conclusions.
Logistics behaviour of small enterprises: performance, strategy and definition
Authors: Halley Alain , Guilhon Alice
Published: July 2002

Progressively acknowledged as a systemic function and an organizational integration factor, logistics is slowly becoming a major strategic issue for organizations. Small‐ and medium‐sized enterprises (SMEs), defined as enterprises with fewer than 500 employees and management centralized mainly in the person of the owner‐manager, who has a high degree of control over activities, specifically seek to improve their performance and efficiency through logistics. Suggests that logistics appears to play two roles in SMEs: an adaptation role, helping the enterprise adapt to changes in external conditions, and an integration role at the various organizational levels. In fact, clearly observes, a growing need for logistics and the heterogeneity of the strategic behaviours indicates that logistics (as a performance factor) should be developed according to the distinctive advantages of the SMEs concerned ‐ for example, the technological and organizational structure or the management style of the owner‐manager. Logistics is an overall concern in small enterprise strategy. It evolves from the transformation of structure, behaviours and internal expertise towards efficiency and effectiveness zones for very integrated SMEs, and efficiency zones for the others.
Application of the means‐end value hierarchy model to understanding logistics service value
Authors: Mentzer John T. , Rutner Stephen M. , Matsuno Ken
Published: July 2002

In the behavioural science areas of psychology and consumer behaviour, the means‐end value hierarchy model has often been applied to understand individuals’ values structures ‐ in particular, the value of a company’s product/ service offering to its customers. Applying the means‐end value hierarchy model in a logistics context, logistics customer value can be thought of as a higher‐order evaluative standard for customers’ satisfaction and service quality evaluation processes. As such, it is important for a firm to know what its customers value when seeking to build a competitive advantage. Attempts to advance our understanding of logistics customer value through the application of the means‐end value hierarchy model to logistics. More specifically, investigates the customer value of logistics service in a business‐to‐business setting using the means‐end value hierarchy model. Uses focus group interview data for developing the customer value hierarchy.
Product distribution and service support strategy linkages
Authors: Loomba Arvinder P.S.
Published: July 2002

It has been proposed that critical linkages exist between product distribution and after‐sales service support functions in business organizations operating in marketing channel environments. By using the data from the US computer‐equipment manufacturing industry, this paper attempts to test empirically the propositions proposed by Loomba. Empirical results support that both product distribution and after‐sales service support strategies of business organizations operating in the computer‐equipment industry are closely linked to one another.
Virtual logistics: transport in the marketspace
Authors: Crowley James A.
Published: July 2002

While transport seems to be increasingly constrained in its mission to supply services which are continuous, costless and available in all directions, the telecommunications system seems to have no such constraints and to be developing ever more rapidly in terms of inter‐connectivity, falling costs and multi‐directionality. It would seem to be impossible to contemplate the future demand for transport in isolation from the future demand for telecommunications and the question of the optimal interaction between the two mobility modes. Reviews the benefits of the different forms of telecommunications and virtual logistics. Investigates the implications for freight logistics and the supply side of the transport industry. Suggests a way to re‐engineer the analytical framework.
Logistics improvement programs
Authors: Larson Paul D. , Kulchitsky Jack D.
Published: July 2002

Looks at the impact of performance improvement initiatives on logistics people, as well as performance. Two of the most popular programs – EDI and outsourcing – have profound impact on people in logistics. Both outsourcing and EDI require cooperative relations to reach their full potential. However, based on a mail survey of Canadian logisticians, there is not necessarily a link between use of these programs and cooperative relations between shippers and carriers. Thus, there is a pressing need in logistics to better understand (and manage) the impact of outsourcing and EDI on people.
The role of benchmarking in the performance of the import process
Authors: Haughton Michael A. , Grenoble William L. , Thomchick Evelyn A. , Young Richard R.
Published: July 2002

Any firm participating in external (or inter‐firm) benchmarking anticipates at least two benefits: useful statistics on how it performs relative to the other participating firms; and guidance in identifying promising performance improvement actions. Using data from a five‐year benchmarking program for firms engaged in import operations, this research illustrates how these benefits might be assured. A major recommendation of the research is that, along with formal analysis of quantitative data, the structure of ongoing inter‐firm benchmarking programs must facilitate the firms’ receipt of information that enhances the realization of these benefits. This is likely to improve such programs along the dimensions of data gathering efficiency, data quality, and hence the usefulness of benchmarking to participating firms.
Training and education for TQM in the commercial banking industry of South Africa
Authors: Vermeulen Werner , Crous M.J.
Published: July 2002

This article discusses the importance of training and education for TQM. The best way to institute quality into an organisation, particularly a bank, is to train employees to do their job better. The training structure must be top‐down, starting with the top team and cascading down the organisation. This is necessary to show management commitment and to ensure managers actually understand the TQM principles and methods. Results of the research project have indicated that none of the respondents’ organisations possess a well‐developed TQM training strategy and plan.
The human face of re‐engineering in financial services
Authors: McCabe Darren , Knights David
Published: July 2002

Managers are increasingly using the term “business process re‐engineering” to rationalise and describe a variety of innovations, irrespective of their content. Programmes of re‐engineering have been designed simply as a means to cut costs; one of the major costs being that of people. The neglect of people in the design of re‐engineering programmes has resulted in “operational” managers being forced to address issues such as low staff morale, poor job satisfaction and high levels of stress after a new structure or system has been put in place. This has resulted in attempts to improve communication and promote a consultative and open style of management. Job rotation, enlargement and enrichment have also been targets for improvement, and a greater emphasis has been placed on teamworking. An emerging phenomenon, which we feel is conducive to teamworking, is that of management involving employees in a discussion of service quality and what it means to work in their respective organisations. Critically, following these discussions, management must attempt to address the issues raised by employees.
Service quality at the cellar door: implications for Western Australia’s developing wine tourism industry
Authors: O’Neill Martin , Charters Steven
Published: July 2002

Wine tourism has emerged as a growing area of special interest tourism in Australia, and is an increasingly significant component of the regional and rural tourism product of Western Australia. The increased significance and growing competitiveness of this sector has led to a heightened concern by producers and consumers for the quality of services being offered, and has forced many within the industry to invest in the delivery of higher levels of service quality as a means to achieving competitive differentiation. An integral part of any organisation’s attempt to deliver on this front is a commitment to a process of continuous quality improvement. This requires a systematic approach to quality measurement. Investigates the conceptualisation and measurement of service quality and its importance to the wine tourism industry and reports the findings from a recently‐conducted survey of cellar door customers at four Western Australian wineries. Demonstrates the relative usefulness of the importance/performance methodology for cellar door operators in highlighting how wineries are performing from a customer point of view, and also what is important in terms of performance from the customers’ point of view.
Managing increased part‐time: does part‐time work imply part‐time commitment?
Authors: Ingvar Jacobsen Dag
Published: July 2002

Puts the focus on the possible relations between part‐time work and organisational commitment. An empirical study, using data from ten Norwegian institutions caring for the elderly, concludes that part‐time work has both direct and indirect effects on different types of commitment. First, and contrary to what was expected, it seems as though affective commitment decreases as the hours worked approach that of a full‐time job. Second, part‐time arrangements have an indirect effect on several types of commitment through the degree of participation in the organisation’s decision processes. Part‐time workers participate less, and seem to exhibit less affective, and higher continuance commitment. Effects of these findings on outcomes, such as plans to leave the organisation, the voicing of criticism, loyalty to the organisation, and withdrawal and apathy among workers, are discussed. Implications for human resource management are also discussed.
Designing and installing a performance measurement system within a professional society – a case study
Authors: Hacker Marla , Garst Karen
Published: July 2002

Performance measurement is now commonplace in the private sector. The early focus on financial results has expanded to include measurement of customer satisfaction, business processes, and opportunities for learning and growth. With the increased scrutiny on public and not‐for‐profit organizations to demonstrate measurable results, private sector measurement techniques have been borrowed and applied to these enterprises. The Oregon State Bar (OSB) is the only state bar association in the USA that is known to have pursued a rigorous focus on measurable results for its programs and services. This case study is designed to examine the measures in place for services to sections (special interest groups) within the OSB and recommend improvements. Research on goal setting theory, process management, survey design, and implementation strategies have been used to underpin the case study. The study will show that multiple indicators are necessary at various points in time during the year in order to measure fully whether the desired results are on track for the year.
Statistical process control: an essential ingredient for improving service and manufacuring quality
Authors: Mason Ben , Antony Jiju
Published: July 2002

Many organizations in the UK are still learning about the implementation and use of total quality management (TQM) techniques such as statistical process control (SPC), even though in other parts of the world, especially in Japan, they have been used widely and successfully for many years. Research carried out by the authors shows that almost the only thing taught to engineers within many UK academic institutions in relation to SPC is control charting. Although the understanding of control charts is a very important aspect of SPC, it is by no means the only one for the successful introduction and development of SPC. It is argued that the emphasis should not be on the control charts themselves, but on the essential ingredients for getting SPC started in organisations and the various issues associated with the implementation of SPC. This paper discusses the ingredients that are needed for the successful implementation of SPC.
Expanding paradigms in providing internal service
Authors: Cannon Debra F.
Published: July 2002

Continual quality improvement is crucial to competitive success. A systems approach is vital in encompassing every segment of the hospitality organization in striving for service quality. The focus of this article is on employees as internal customers and the critical role this group plays in the delivery of quality results. The article will discuss the theoretical foundations for the concept of “internal customers.” Research will be reviewed that has linked service quality between internal and external customers. The necessity of integrating service to “internal customers” into an organization’s culture is also explained. Examples from leading hospitality companies are presented that reinforce the concept of “internal customer” from the pre‐hire stage to other career stages.
Electronic retailing and distribution of services: cyber intermediaries that serve customers and service providers
Authors: La Khanh V. , Kandampully Jay
Published: July 2002

The rapid development of electronic commerce (e‐commerce) has seen emerging electronic service retailers attracting the interest of, and gaining the patronage of, both service providers and customers. However, there is consensus that the e‐commerce industry in general has not been able to cope with all the challenges of, and to realise the true potential of, the technology‐based marketplace. Through an extensive literature review and the use of industry examples, this article brings together existing theories and new realities in the emerging electronic market. Argues that, although the Internet marketplace possesses unique characteristics, which Web‐based businesses must be able to manage, there are certain traditional values that remain central to business success in all markets. Offers a detailed analysis of the various factors that influence the market success of an electronic service retailer and provides specific managerial implications for practitioners.
Total quality management – what isn’t it?
Authors: Choppin Jon
Published: July 2002

The author chaired a working party of the British Quality
Foundation to develop the principles of total quality management. He
shares this experience and studies the common features of non‐TQM
organizations. Ends with a method of cascading knowledge and experience
throughout the organization.
World‐class competitiveness
Authors: Smith Steve
Published: July 2002

An élite group of organizations is outstanding in its
performance and distinctive in its methods. These world‐class companies
have common characteristics from which other companies can learn in
order to enhance their competitiveness. A key factor in the success of
these world‐class organizations is their ability to integrate activities
to telling effect in the three areas of their marketplace, their
operations and their culture. Sustained competitiveness leads from the
holistic management of all three.
Making service‐quality improvement work
Authors: Edvardsson Bo
Published: July 2002

Understanding how to manage and improve quality in service requires an appreciation of the unique characteristics of the service industry. Unlike manufacturing, the service experience involves the customer as co‐producer. Discusses how customers assess service quality and the factors they perceive as contributing to quality. Puts forward 13 propositions on service quality as guides to new service development.
Practice of excellent companies in the real estate industry
Authors: Mercer Cynthia L. , Kleiner Brian H.
Published: July 2002

Notes the competitive nature of the US real estate industry and reports on the three largest firms which are continuing to grow despite the difficult market situation. Emphasizes the role of training and development of staff in the success of these companies, stressing the focus on “soft” skills with regard to customer care. Looks at factors such as service philosophy and the foundations and standards which form the basis of the approach taken by the three companies and suggests that their success is likely to continue.
Quality improvement in a safety, engineering and management consultancy ‐ part 1
Authors: Dale B.G. , Harte H.G.
Published: July 2002

Examines an approach for introducing total quality management (TQM) in a small safety, engineering and management consultancy. The assessment of the organizational climate using a questionnaire survey followed by a series of meetings with staff to explain the results was found to be an effective means for highlighting problems and stimulating debate. On the other hand, the formulation of TQM strategy was found to be time consuming and complex, quality costing was considered by senior management to be too involved and complex, and there was resistance from middle management. Points out that a rigid approach to TQM cannot be taken in small professional service companies and the approach needs to develop in response to internal needs. Covers the basic introduction and the issue of quality costing.
Firms should give loyalty before they can expect it from customers
Authors: Kandampully Jay
Published: July 2002

Argues that, effectively, customers will give as good as they get. Puts forward the arguments why this should be the case, and why the main catalyst ‐ ever keener competition ‐ has made it so. Suggests that there is no disagreement that customer loyalty is the goal, but claims that this presupposes the establishment of trust and a long‐term relationship, and that the only way to gain this trust and long‐term relationship is by first offering it. Organizations will thus need to commit themselves to their customers ‐ a commitment to offer loyalty of service.
Can a leopard change its spots? ‐ seeking quality in financial services
Authors: Knights David , McCabe Darren
Published: July 2002

Argues that, in the world of financial services, many managers find the transition from traditionalist to team player a difficult challenge. Yet quality initiatives demand a team‐based approach, and managers need to do more than simply set up new structures, or flatten hierarchies, to initiate change. The threat to existing structures and styles of management has been researched through questionnaires, in‐depth case studies, and company visits, reaching the conclusion that although great strides have been made, much remains to be done.
Quality improvement in a safety, engineering and management consultancy ‐ Part 2
Authors: Harte H.G. , Dale B.G.
Published: July 2002

Examines an approach for introducing total quality management (TQM) in a small safety, engineering and management consultancy. The assessment of the organizational climate using a questionnaire survey followed by a series of meetings with staff to explain the results was found to be an effective means for highlighting problems and stimulating debate. On the other hand, the formulation of TQM strategy was found to be time‐consuming and complex, quality costing was considered by senior management to be too involved and complex, and there was resistance from middle management. Points out that a rigid approach to TQM cannot be taken in small professional service companies and the approach needs to develop in response to internal needs. Covers the issues of organizational culture and customers.
Practices of excellent companies in the entertainment industry
Authors: Dosher Brian Keith , Kleiner Brian H.
Published: July 2002

Quality in the entertainment industry must be maintained in order for companies in the field to survive. Investigates some of the largest entertainment companies to see how they maintain quality for the consumer. The investigation was done through on‐site interviews, phone interviews and a location visit. Although some companies define quality in different ways, gives strong evidence that quality is being maintained and is an important part of each company’s existence.
Improving service quality: lessons and practice from the hotel sector
Authors: Eccles Gavin , Durand Philip
Published: July 2002

Seeks to review recent practice undertaken within the UK hotel sector to improve customer service, and suggests ideas that could be implemented within service industries. At a time of increasing competition, hotel firms are aiming to use service enhancement as a means to gain competitive advantage, and therefore developing a range of techniques to measure levels of service quality improvement.
Quality in practice ‐ three of the best from Oklahoma
Authors: Taylor Chris
Published: July 2002

Notes that across corporate USA, companies are achieving remarkable results against quality, productivity, and customer satisfaction targets. Outside their home town, or state, few receive much publicity. Presents profiles of three businesses from Oklahoma, USA, all of which have been winners of the state Quality Awards: the companies are AT&T ‐ Oklahoma City; Bama Pies Limited ‐ Tulsa; and Armstrong World Industries, Inc. ‐ Stillwater.
Meeting the service quality challenge: structural problems and solutions
Authors: Yavas Ugur , Shemwell Donald J.
Published: July 2002

Presents real‐life and day‐to‐day examples of service delivery problems which will be familiar to all readers. Then provides practical re‐engineering solutions to remedy the problems. The vignettes illustrating the problems are all real‐life cases based on the experiences of the authors, and the solutions they propose are also based on their encounters with service providers as educators and consultants, and talks to business audiences by both parties.
The future of the organization: the role and contribution of quality
Authors: Coulson‐Thomas Colin J.
Published: July 2002

Reports the implications for the role and contribution of quality of a five year investigation into corporate approaches to renewal, learning and transformation. Finds that many companies are failing to shift their focus beyond product and process quality into the arena of quality of relationships, working life, learning and thinking and that more holistic and people‐centred approaches are needed. Argues that too many approaches remain excessively mechanical and prescriptive, and their application is limited to individual organizations rather than supply and value chains ‐ they constrain rather than liberate. Advocates the redefinition of quality in terms of ten essential freedoms that should become the basis of a new social contract with stakeholders.
Quality management practices and quality results: a comparison of manufacturing and service sectors in Taiwan
Authors: Solis Luis E. , Rao Subba , Raghu‐Nathan T.S. , Chen Cho‐Young , Pan Shih‐Chun
Published: July 2002

In this paper we compare the quality management practices and quality results between Taiwanese manufacturing and service companies, based on a survey of 131 manufacturing and 109 service companies. The results presented here are focused on eight critical factors of quality management ‐ quality leadership, strategic quality planning, quality information and analysis, human resources management, quality assurance, supplier quality, customer orientation, quality citizenship ‐ and company quality results. The present study shows significant differences between manufacturing and service companies with manufacturing companies performing better in six critical dimensions of quality management as well as in quality results. Opportunities for improving quality management practices in Taiwanese service companies are identified.
Complaining customers, service recovery and continuous improvement
Authors: Eccles Gavin , Durand Philip
Published: July 2002

Notes the fact that dissatisfied customers may not complain to the service provider, but will tell a number of people about the bad service they have received. Looks at factors related to the development of a service recovery system to ensure that dissatisfied customers are dealt with effectively so as to ensure they receive appropriate levels of service and to maximize customer retention. Considers factors such as the reasons for customer complaints, reciprocity and complaint handling and ways to instil a service recovery strategy.