Journal of Service Research (J SERV RES-US )

Publisher: SAGE Publications

Description

Journal of Service Research is a multidisciplinary journal that provides an outlet for the most advanced research in service marketing, service operations, service human resources and organizational design, service information systems, customer satisfaction and service quality, electronic commerce and the economics of service.

  • Impact factor
    2.73
  • 5-year impact
    4.14
  • Cited half-life
    7.80
  • Immediacy index
    0.41
  • Eigenfactor
    0.00
  • Article influence
    1.14
  • Website
    Journal of Service Research website
  • Other titles
    Journal of service research (Online), Journal of service research
  • ISSN
    1094-6705
  • OCLC
    41181657
  • Material type
    Document, Periodical, Internet resource
  • Document type
    Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

SAGE Publications

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Authors retain copyright
    • Pre-print on any website
    • Author's post-print on author's personal website, departmental website, institutional website or institutional repository
    • On other repositories including PubMed Central after 12 months embargo
    • Publisher copyright and source must be acknowledged
    • Publisher's version/PDF cannot be used
    • Post-print version with changes from referees comments can be used
    • "as published" final version with layout and copy-editing changes cannot be archived but can be used on secure institutional intranet
  • Classification
    ​ green

Publications in this journal

  • Journal of Service Research 11/2014;
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    ABSTRACT: Service employees’ willingness to report complaints (WRC) is an important determinant of firms’ long-term growth. Despite its importance, we know little about the factors that drive or hinder employees’ WRC. Drawing on the job demands-resources (JDR) model, we propose job resources (supervisor support and employee empowerment) and job demands (perceived customer unfriendliness and workload) as antecedents of WRC. We also examine the mediational role of organizational commitment and customer orientation, and the moderating role of country, in the effect of JDR variables on WRC. Using data from German and Chinese service employees, we show that supervisor support and workload positively affect WRC, whereas employee empowerment and customer unfriendliness negatively affect it. Thus, contradictory to the prevailing assumption that job resources help employees achieve work goals and that job demands inhibit their achievement, we show job resources (supervisor support) and demands (workload) can enhance WRC, whereas other job resources (employee empowerment) and demands (customer unfriendliness) have inhibiting effects. Organizational commitment and customer orientation mediate the impact of all JDR variables on WRC except empowerment. Furthermore, supervisor support has a more positive, while empowerment and customer unfriendliness have a more negative effect for German than for Chinese service employees. Service managers may influence WRC by managing job resources, job demands, and employee-company and employee-customer interfaces. Besides, employees from individualistic countries (Germany) are more sensitive to the JDR environment than those from collectivistic countries (China). Thus, managing job resources and demands may reap more benefits in the form of enhanced WRC in individualistic than in collectivistic countries.
    Journal of Service Research 10/2014;
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    ABSTRACT: Customers’ long-term brand relations are crucial drivers of a service brand’s sustainable competitive advantage. This research empirically examines the quality of customer-service brand relationships in the context of an airline’s frequent flyer program. The authors show that service brand relationship quality (BRQ) involves both a hot (based on emotions) and a cold (based on objectrelevant beliefs) component. They find that these two components have different implications for a service brand’s performance and are at least partially driven by different antecedents whose relative importance changes over time. Specifically, cold BRQ is important for word-of-mouth behavior and is strongly driven by partner quality (i.e., the generalized assessment of the brand in its role as a relationship counterpart). Hot BRQ, on the other hand, has a stronger impact on willingness to pay a price premium and consideration set size. In early stages of a customer-brand relationship hot BRQ is more strongly driven by self-congruence (i.e., consumer’s perception of the fit between his/her self and the brand’s personality), in later stages partner quality becomes more relevant. The authors discuss the implications of their findings for the development of BRQ and the implementation of alternative growth strategies in a services context.
    Journal of Service Research 08/2014;
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    ABSTRACT: In this article, we examine the antecedent structure of the terminal level of job satisfaction of frontline service employees who have recently quit a firm. The results from the estimation of a latent, finite-mixture model, using data collected from former employees of a large supermarket chain, point to a two-dimensional heterogeneity among exiting employees. We find systematic variation in the relative importance of the drivers of job satisfaction, such as work environment, personality, and demographics, across employee subgroups. We also find that the threshold level of the terminal satisfaction for exiting employees could be high for some and low for others. These findings stand in contrast to the inverse satisfaction-turnover intent link documented for existing employees and provide new explanations for the observed weakness in the relationship. They are also inconsistent with the attraction-selection-attrition model that argues for a convergence in employee dispositions. We suggest that job satisfaction and turnover models can be enhanced by adopting a utility-theoretic perspective that accommodates variations in the structure and threshold levels of terminal satisfaction. To this end, we provide some guidelines for how exiting rather than existing employees can provide an alternative avenue for diagnosing the quitting process and ultimately improving the predictive power of turnover models. Finally, we suggest that the allocation of employee retention resources based on either a common model of job satisfaction, or assuming a monotonic satisfaction-intent relationship, may be inefficient. Instead, we argue for model-based, group-specific retention programs to reduce frontline service employee turnover.
    Journal of Service Research 07/2014;
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    ABSTRACT: Service guarantees are an important feature of many service offerings because consumers recognize greater risk associated with the purchase of services than with the purchase of goods. Despite substantial service guarantee research in the past two decades though, no extant study has examined the return on service guarantee investments. To fill this gap, the authors examine the effect of a service guarantee on a firm’s market value by identifying new service guarantee announcements, then using these announcements as events in an event study. The results show that simply offering a service guarantee does not result in greater market value, as measured by a change in stock market returns, for the offering firm. Instead, the market value of a service guarantee depends on its scope and the process required to invoke the guarantee. In particular, service guarantees that are specific in scope or automatically invoked lead to significantly greater market value than unconditional or customer-invoked guarantees, respectively. In addition, these differences are moderated by firm size. From a theoretical point of view, this study extends signaling theory to explain the differential effects of service guarantees, depending on their design.
    Journal of Service Research 03/2014; 17(2):150-162.
  • Journal of Service Research 02/2014; 17(1):85-101.
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    ABSTRACT: In many business markets, manufacturers seek service-led growth to secure their existing positions and continue to grow in increasingly competitive environments. Using longitudinal data from 513 German mechanical engineering companies and latent growth curve modeling, this study offers a fine-grained view of the financial performance implications of industrial service strategies. By disentangling the revenue and profit implications of industrial service strategies, findings reveal that such strategies increase both the level and the growth of manufacturing firms’ revenue streams. In contrast, they reduce the level but improve the growth of manufacturers’ profits. Results further suggest that services supporting the clients’ actions (SSC) and services supporting the supplier’s product (SSP) affect performance outcomes in different ways. SSCs directly affect revenue and profit streams. In turn, SSPs display only indirect effects on financial performance mediated through SSCs. A moderator analysis identifies two organizational contingencies that facilitate service business success: Only companies with decentralized decision-making processes and a high share of loyal customers can expect favorable financial results from industrial service strategies. In summary, this research provides significant insights and managerial guidance for turning service strategies into financial successes.
    Journal of Service Research 02/2014; 17(1):23-39.
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    ABSTRACT: Firms striving for long-term profitability need to build stronger customer-firm relationships by getting their customers more engaged with the firm. One path to this end is introducing practices to manage different forms of customer engagement behaviors (CEBs). To develop more effective and efficient CEB management practices, this research proposes and empirically tests a theoretical model on managerial and psychological processes to encourage CEBs that are embedded in a broader network of customers and stakeholders. Based on qualitative and quantitative studies in nursing homes, we demonstrate that organizational support and overall service quality toward significant others influence some forms of CEBs—more particularly feedback and positive word of mouth (WOM) behaviors—through customer affect toward the organization. It is interesting to note that customer affect toward the organization encouragesWOMbehaviors, while it discourages feedback behaviors. Conversely, managerial processes that increase customer role readiness—such as organizational socialization and support from other customers—were found to have a positive impact on all forms of CEBs. This research helps managers of nursing homes and other services with a broad network of customers and stakeholders to improve existing CEB management practices and develop new CEB management practices that are beneficial for the firm and its stakeholders.
    Journal of Service Research 01/2014;
  • Journal of Service Research 01/2014; 17(4):475-488.
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    ABSTRACT: For organizations implementing a value-added model, creative boundary spanners can improve service behaviors and overall performance. Advancing Amabile’s componential framework, which underscores the importance of contextual factors and their interaction with individual factors in generating creative responses in a service environment, we develop a model of boundary spanners’ creativity. Outlining how boundary spanner skills and abilities influence performance and service outcomes via creativity, we paint a more complete picture of the creativity process and offer meaningful contributions to service research and practice. Testing the model using employee and manager data matched with archival performance metrics, we find that knowledge, emotional intelligence (EI), and managerial feedback predict boundary spanner creativity. We also uncover a significant interaction between knowledge and EI, and evidence that creativity significantly impacts performance and customer problem solving, a key component of overall service quality. Finally, we underscore the importance of managerial feedback in strengthening the link between creativity and performance.
    Journal of Service Research 01/2014; 17(2):164-181.
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    ABSTRACT: In this article, we introduce the concept of the service delivery network (SDN) defined as two or more organizations that, in the eyes of the customer, are responsible for the provision of a connected overall service experience. This responds to calls for frameworks recognizing that dyadic service encounters are embedded in the series of experiences customers have with complementary providers as part of the journey to achieve their desired goals. Adopting an SDN perspective presents a dramatically different set of challenges for managers and provides research opportunities challenging the current view of established service concepts. Managers must recognize that to better serve the customer they need to understand the role that they play in the customer-defined service journey and be prepared to coordinate their activities with complementary providers. Participating in helping build and manage the SDN for the customer, or understanding how they fit into customer’s self-designed SDN, becomes a central challenge, often requiring firms to develop a new set of capabilities. The SDN also challenges the way we view many of the core concepts in service research, which are anchored in the dyadic view. This provides considerable opportunity for future inquiry. We present a series of research questions, inspired by the SDN, organized into categories including building cooperative and collaborative networks, customer cocreation, systems thinking, customer relationship management, managing service failure and recovery, building capabilities, and customer-to-customer interactions.
    Journal of Service Research 10/2013; 16(4):454-470.
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    ABSTRACT: In this research, we develop a comprehensive theoretical model of consumer response to penalties and penalty resolution process. Two mechanisms of consumers’ response to penalty resolution are proposed: the perceptions of penalty fairness and feelings of gratitude. We delineate and test differences between gratitude and perceived fairness and identify factors differentially affecting them. Factors influencing feeling of entitlement, such as nature of the error and consumer history and status with the provider contribute to fairness perceptions. On the other hand, firm-customer interactions influence both gratitude and fairness assessments. Specifically, the penalty outcome provides benefits, hence induces gratitude, and is also perceived as the right thing to do, hence induces perceptions of fairness. However, factors that contribute to benefits received, but do not align with equity, such as type and uniqueness of compensation, influence gratitude only. The findings also confirm that, compared with fairness, gratitude more strongly influences active pro-firm behaviors, such as advocacy. This research offers important managerial implications. The findings suggest that service providers should consider customer history and relationship status in the penalty resolution process. Meeting customer expectations will enhance fairness perceptions and minimize the negative effect on loyalty. Further, flexible procedures for handling penalties, preferred type of compensation, and selectivity in treatment should stimulate feelings of gratitude and motivate consumers to actively promote the company via positive word of mouth.
    Journal of Service Research 10/2013; 16(4):518-532.
  • Journal of Service Research 10/2013; online(May 3).