دانلود رایگان مقاله لاتین جهانی نوین در مدیریت پژوهش از سایت الزویر
عنوان فارسی مقاله:
جهانی نوین در تئوری مدیریت خدمات و پژوهش
عنوان انگلیسی مقاله:
Taking services seriously: New directions in services management theory and research
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مقدمه انگلیسی مقاله:
1. Introduction
Services are increasingly occupying center stage in the global economy with mature economies deriving a substantial portion of their total job growth from the service sector, countries traditionally viewed as manufacturing centers (e.g., Brazil, India, China) increasing the proportion of their GDP attributable to services (Central Intelligence Agency, 2013), and significant business interest in service design and branding (Zomerdijk & Voss, 2010). Further, in the academic literature, the definition of service has expanded to encompass “the application of specialized competence (knowledge and skills) through deeds, processes, and performances for the benefit of another entity or the entity itself” (Vargo & Lusch, 2004: 2). According to this service-dominant logic (SDL), almost all conceivable forms of intangible value addition whether through ‘traditional’ forms of service delivery (e.g., retail, hospitality), self-service, or within non-profit or not-for-profit contexts can be considered services. These structural and theoretical shifts toward a larger role for services provide the impetus for developing new theory and empirical applications highlighting the role of organizations and employees in service design and delivery. Indeed, a recent review of management literature dealing with service outcomes indicates the presence of several robust research streams dealing with individual- and unit-level service phenomena (Subramony & Pugh, 2015). Management researchers working across levels of analyses and utilizing multiple theoretical perspectives (e.g., service climate, strategic HRM, and emotion management) have concluded that (a) employees' shared perceptions of organization's policies and procedures toward customers are related to customer satisfaction (Bowen & Schneider, 2014; Schneider & Bowen, 1985), (b) customer service roles are challenging because of organizational expectations regarding the emotions that need to be displayed by employees, resulting in the management of emotion through deep and sur face acting (Grandey, Diefendorff, & Rupp, 2013), (c) employees' traits, emotional states, and attitudes predict their service behaviors (Kammeyer-Mueller et al., 2013; Pugh, 2001), and (d) human resource management (HRM) investments and leadership behaviors influence employees' job attitudes and service behaviors and shape customer evaluations of service (Hong, Liao, Hu, & Jiang, 2013). The key themes across these studies include, a focus on boundary spanning customer service roles, the primacy of service transactions, and an implicit acknowledgment of the organization's role in fostering high levels of customer service. However, much is yet to be learned about the management of services including the outcomes of differences in service strategy and delivery across industries (e.g., healthcare, hospitality, retail), the dynamics of service delivery across types of relationships (i.e., short-term v. long-term; face-to-face v. virtual), the impact of human capital resource stocks and flows on customer outcomes, and the transformative effects of certain types of services and social contexts. We invited theoretical papers for publication in this special issue on organizational drivers of customer service outcomes to take stock of research linking the discipline and practices of management in general and HRM in particular with service outcomes, and suggest new areas for theory-development and empirical inquiry. We received several high quality submissions and selected four that go above and beyond the provision of a summary of current literature, instead approaching their topic areas with ingenuity and theoretical sophistication.
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