Purpose: The aim of this paper is to explore and empirically investigate the characteristics and contingencies of service delivery system design.Design/methodology/approach: Informed by the service strategy triad, a single embedded case study was designed to explore empirical data on four target markets, four service concepts, and on the design characteristics of the corresponding four service delivery systems. Data was collected in a market leading organisation in the B2B sector within the power industry. The service delivery systems comprise processes that sell electricity contracts and processes that bill against those contracts. Practical implications:The study emphasises the importance of considering the complexity of the service offering, the customer relationship strategy, and of taking a process-orientation to address service delivery system design.Originality/value: This research extends current understanding of service delivery system design characteristics and contingencies. We show how design characteristics are contingent on the service concept. Research propositions are formulated to emphasise this contingency.Additionally, we report findings which challenge existing front office -back office design theory.

New computer technologies, like virtual reality (VR), have created opportunities to study human behavior and train skills in novel ways. VR holds significant promise for maximizing the efficiency and effectiveness of skill learning in a variety of settings (e.g., sport, medicine, safety-critical industries) through immersive learning and augmentation of existing training methods. In many cases the adoption of VR for training has, however, preceded rigorous testing and validation of the simulation tool. In order for VR to be implemented successfully for both training and psychological experimentation it is necessary to first establish whether the simulation captures fundamental features of the real task and environment, and elicits realistic behaviors. Unfortunately evaluation of VR environments too often confuses presentation and function, and relies on superficial visual features that are not the key determinants of successful training outcomes. Therefore evidence-based methods of establishing the fidelity and validity of VR environments are required. To this end, we outline a taxonomy of the subtypes of fidelity and validity, and propose a variety of practical methods for testing and validating VR training simulations. Ultimately, a successful VR environment is one that enables transfer of learning to the real-world. We propose that key elements of psychological, affective and ergonomic fidelity, are the real determinants of successful transfer. By adopting an evidence-based approach to VR simulation design and testing it is possible to develop valid environments that allow the potential of VR training to be maximized.

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PurposeThe purpose of this paper is to further investigate the linkages between business process management (BPM) and customer satisfaction. Also, to challenge the dominance of the customer contact perspectives on service processes and to propose a more systemic focus on the totality of service design.Design/methodology/approachThe research builds on the existing work of Maddern et al. through the use of structured equation modelling (SEM) tool. The multiple SEM models described here provide a more robust statistical approach for confirming/refuting the constructs found in the earlier research.FindingsThis paper presents the results of an empirical analysis, based on longitudinal data from a large UK bank on drivers of customer satisfaction. The results confirm that process management is a critical driver of technical service quality. This suggests that companies with reliability/dependability issues should not emphasise customer satisfaction programmes based on SERVQUAL intangibles until substantial improvements in process design have been achieved.Research limitations/implicationsThe research is limited to a single case study of a UK bank over a five year period. The generalisibility of these findings is therefore limited. Further work in other sectors and over longer periods would establish the reliability of the findings. The paper also highlights some limitations in the service operations literature, particularly the emphasis on customer presence within the service process.Originality/valueThe paper uses time series data to identify the importance of BPM in achieving higher levels of customer satisfaction. The authors provide a platform for further research based on the design of service delivery systems and their impact on customer satisfaction.

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