Journal of Service Research (J SERV RES-US)

Publisher: SAGE Publications

Journal 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.

Current impact factor: 2.73

Impact Factor Rankings

2015 Impact Factor Available summer 2015
2009 Impact Factor 1.667

Additional details

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

  • [Show abstract] [Hide abstract]
    ABSTRACT: Firms operating multiple channels as parallel routes to market face intense pressure to ensure superior customer satisfaction in their entire channel system. Relying on the structural alignment framework, the authors argue that to address this challenge, providers of concurrent channels should give priority to alignable channel attributes— attributes that have corresponding or “mirror” attributes in the other channel. These features are more salient to customers than non-alignable characteristics and likely represent the origin of satisfaction evaluations in concurrent channel environments. Applying multi-group nested models using data from offline and online shoppers, the authors empirically validate choice (assortment breadth and depth), charge (availability of fair prices), convenience (efficiency of the purchase process), confidence (security of transactions), and care (assurance of promised quality) as alignable channel facets. The resulting 5C model is superior to existing approaches in that it enables the unified capture of both offline and online satisfaction, allowing a meaningful comparison across formats. Using alignable satisfaction facets enables managers to trace true differences in the satisfaction levels between channels. In particular, a channel’s share of investment should match its share of unexploited satisfaction potential. The 5C approach also supports within-channel decisions by revealing the impact of the five facets (5Cs) on overall satisfaction with each format.
    Journal of Service Research 11/2015;
  • Journal of Service Research 05/2015; DOI:10.1177/1094670515583271
  • Journal of Service Research 05/2015; DOI:10.1177/1094670515582037
  • Journal of Service Research 05/2015; DOI:10.1177/1094670515584331
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    ABSTRACT: The pursuit of upward social transformation through service design and practice demands rigorous thinking about what this kind of change looks like and how it comes about. To advance these two goals, this study conceptualizes transformative value, defined as a social dimension of value creation which illuminates uplifting changes among individuals and collectives in the marketplace. Conceptual development draws on structuration theory and the service-dominant logic to articulate the spheres of transformative value as well as four distinctions between habitual and transformative value. Ethnographic analysis with a nonprofit service, which focuses on mitigating the inequalities of poverty, explores how service providers can facilitate transformative value. Findings highlight the roles of holistic value propositions, an anti-structural servicescape, and communal service practices. Beyond micro level social impact, findings also reveal the macro level reach of transformative value by demonstrating how services can contest and transform dominant social structures and stimulate social action. Discussion highlights the implications of transformative value for human agency and ways to design services that promote well-being among vulnerable populations.
    Journal of Service Research 05/2015; DOI:10.1177/1094670515583064
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    ABSTRACT: In service industries, hierarchical loyalty programs are common relationship marketing instruments that award elevated status to customers who exceed a certain spending level (e.g., gold membership). In practice, service companies offer elevated status to some customers who do not meet the required spending level, in an attempt to profit from the profound allure of status. Relying on social psychology research and a mixed-method approach, this study analyzes the loyalty impact of status endowments, defined as awards of elevated status to customers who are not entitled to it. An exploratory qualitative study identifies customer gratitude and customer skepticism as positive and negative mediators, respectively, of customers’ attitudinal responses to endowed status. Quantitative studies—two experimental and one survey—substantiate these bright and dark sides of endowed status. The efficacy of status endowment is contingent on the context. To alleviate the dark-side effect, managers can allow target customers to actively choose whether to be endowed, especially those who are close to achieving the status already, and provide valuable preferential treatment to customers elevated by either endowment or achievement. These insights offer guidelines for whether and how to use status endowment in hierarchical loyalty programs.
    Journal of Service Research 04/2015; 18(2). DOI:10.1177/1094670514566797
  • Journal of Service Research 01/2015; 18(1):4-5. DOI:10.1177/1094670514565039
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    ABSTRACT: Empirical studies in marketing conceptualize commitment as a three-component construct comprised of affective, normative, and calculative commitment. We develop and empirically test a five-component typology of consumer commitment—affective, normative, economic, forced, and habitual commitment. The broadened conceptualization of commitment is tested using qualitative and quantitative studies with data from 9,000 consumers and 10 countries. The broadened five-component commitment model demonstrates high levels of reliability, convergent and discriminant validity, and stability, as well as unique associations with repurchase intentions. Managerially, it provides a roadmap for optimizing commitment: while forced commitment should be minimized, economic and habitual commitment should be enhanced. These prescriptions vary for goods and services. Namely, affective, normative, and habitual commitment exhibit stronger positive effects on repurchase intentions for goods than for services; the opposite pattern is found for economic commitment. By showing how managers should optimize specific commitment dimensions rather than simply maximize overall commitment, while accounting for contextual factors such as differences between goods and services, our results provide an actionable strategic blueprint for firms’ customer commitment strategy.
    Journal of Service Research 01/2015; DOI:10.1177/1094670515578823
  • Journal of Service Research 01/2015; DOI:10.1177/1094670514563496
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    ABSTRACT: In a long history of capacity and demand management research in services, it has often been suggested that pricing discounts and specials can increase demand in off-peak periods. We examine this issue in the contexts of restaurants, where the practices of offering discounts to restaurant patrons for dining early or dining late—commonly known as “early-bird” and “night-owl” specials, respectively—exist throughout the world. These specials bridge marketing and operations—marketing from the goal of increasing customer demand in the off-peak periods and operations from the perspective of having to serve those customers. The effectiveness of these specials has yet to be examined. While simulation would be an ideal tool for predicting the specials’ net revenue benefits, it might be impractical for many restaurateurs, so we develop three simple “back-of-the-envelope” type calculations. Restaurateurs could use these calculations when deciding whether to offer a special. In the eight large simulation-based experiments we conducted, we find that it is important to estimate revenue cannibalization from full-fare customers. The calculations prove to be far more accurate for night-owl specials than for early-bird specials. This has important implications for decisions about offering the specials and raises a flag regarding a potential marketing-operations conflict.
    Journal of Service Research 01/2015; DOI:10.1177/1094670514568627
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    ABSTRACT: During professional service encounters, integrating customers into the process of service provision is both important and challenging, as the complexity of professional services can impair value creation at the service provider-customer interface. This study addresses this problem by examining how service complexity impacts customer cognitive capacity and finally important marketing outcomes. Through an examination of 310 interactions between service providers and customers of a retail bank, this study shows that customers’ cognitive capacity is drastically reduced at moderate levels of perceived complexity. Subsequently, a lack of cognitive capacity decreases customer satisfaction with the encounter and loyalty intentions toward the company, two important drivers of company profitability. Results further show that service providers’ ability to adapt to the specific nature of the encounter helps customers to conserve cognitive capacity. This study hence contributes to service literature by emphasizing the central role of perceived service complexity and establishing the importance of customers’ cognitive capacity in professional service encounters. From a managerial perspective, this study underlines the importance of decreasing service complexity to avoid the negative consequences of mentally overtaxing customers and shows how service providers can effectively use adaptive selling to manage customers’ cognitive capacity at the service provider-customer interface.
    Journal of Service Research 01/2015; DOI:10.1177/1094670514568778
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    ABSTRACT: This research demonstrates how service firms can encourage decisions that enhance consumers’ well-being through informational social influence. Specifically, we propose that social information regarding the beneficial behaviors of others is enhanced under a deliberative mind-set. Given the financial insecurity of consumers, as well as the potential for financial services firms to positively affect consumers’ savings decisions, we test this theorizing in the context of savings. Four studies demonstrate that the open-mindedness associated with the deliberative mind-set increases the effectiveness of providing high savings social information (i.e., information about the high savings rates of others). This effect does not occur for consumers with chronically high susceptibility to interpersonal influence, who are open-minded to social information regardless of mind-set, but is stronger for myopically focused consumers who otherwise may be most likely to discount high savings information. Results suggest that financial services firms may improve consumers’ financial well-being by providing high savings social information and eliciting a deliberative mind-set in financial brochures, educational programs, and interactions with financial advisors. Implications for how service firms can utilize a deliberative mind-set and informational influence to enhance consumer well-being by encouraging beneficial behaviors like saving, exercising, or energy conservation, which conflict with existing desires, are discussed.
    Journal of Service Research 01/2015; DOI:10.1177/1094670515570268
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    ABSTRACT: As service organizations increasingly use physical and virtual channels for customer contact, a seamless customer experience within and across channels reflects the integration quality of multichannel services. This study investigates the factors affecting integration quality and their impact on multichannel design and management. The study was undertaken as a qualitative, multimethod, multisite, case research with a consumer bank, its customers and its technology partner firms. The research findings identify forms of misalignment occurring between organizational perception and design of a multichannel system and customer expectations of a multichannel service experience. Such misalignment not only negatively impact integration quality but also make customers susceptible to terminating the relationship with the service provider. The study also identifies that integration quality does not result from the lone actions of a single entity, such as the organization. The interplay of actions between the organization, its wider institutional environment, and its customers collectively influence integration quality. From a managerial perspective, the study identifies aspects of multichannel process design and management for positive integration quality.
    Journal of Service Research 11/2014; 17(4). DOI:10.1177/1094670514539395
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    ABSTRACT: When they experience service failures, customers look for causes. They seek to understand whether the service firm could have prevented the failure (controllability attribution) and whether the cause of the failure is temporary or constant over time (stability attribution). To understand such attributions, we perform a meta-analysis. We find that causal attributions are related to emotional and cognitive reactions in several ways. First, controllability attributions elicit stronger negative emotions than do stability attributions. Second, controllability attributions directly affect only transaction-specific satisfaction, whereas stability attributions directly affect customers' transaction-specific and overall satisfaction. Third, both attributions affect loyalty and negative word of mouth through negative emotions, overall satisfaction, and transaction-specific satisfaction. Finally, contextual (i.e., cultural values), methodological (i.e., type of failure), and measurement factors (i.e., measurement scale) partly explain studywise variation in the effects of attributions on customer outcomes. We recommend that companies manage reactions to service failure thrice: before customers formulate attributional beliefs, using fast and accurate communication; when the attributional beliefs are formed, offering employee assistance and compensations; and well after the attributional beliefs are established, providing feedback on process improvements by the company.
    Journal of Service Research 11/2014; 17(4). DOI:10.1177/1094670514538321
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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; 18(2). DOI:10.1177/1094670514555510
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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; 18(1):90-106.