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abstract. The study takes into consideration the problem of organizational quality gaps where the quality losses occur. Many service quality gaps are reviewed in this paper. But the four out of five quality gaps by Parasuraman et al. (1985) are examined. The main management problem, according to research achievements, is the gap between managers' perception of customers' expectation and service specifications existing in organizations. In a service organization usually more quality gaps might be identified. Identification of specific quality gaps is advantageous from a management point of view.

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This study aimed to explore the potential impact of the Lean Manufacturing methodology on the implementation and functioning of the BRC Standard for Packaging. The study highlighted many issues where the Lean Manufacturing concept supports and opposes the BRC Standard for Packaging. A framework for the coexistence of both approaches was determined. The study was of a conceptual nature; it adopted an analytical approach. The approach was based on in-depth consideration of each requirement in the BRC Standard for Packaging s and an assessment of the coherence with the Lean Manufacturing methodology. As a result, many conclusions, clues and challenges were found. The article indicates several areas, in which Lean Manufacturing supports the BRC Standard for Packaging, attributing a special positive role to Lean Tools & Techniques. Also, it indicates six areas, in which the BRC Standard for Packaging contradicts the Lean Manufacturing approach. A comprehensive analysis of the coexistence of both management systems allows a better understanding of challenges while implementing both of them in an organisation. The presented concept of the coexistence of both systems is valuable for management.

PurposeThe paper seeks to evaluate the state of organizational service orientation in service industry in Poland; also to examine the influence of service orientation on key service performance, especially on the quality of service. Employing a cross‐sector approach, it aims to assess the problem of differences of organizational service orientation across different service trade.Design/methodology/approachIn the research process the survey method was employed. The research population enclosed 230 service enterprises operating in three regions of Poland; units were chosen randomly. Serv*Or questions battery designed by Lytle et al. was employed to assess the organizational service orientation. Advantage was taken of correlations analyses and ANOVA.FindingsThe weakest element regarding organizational service orientation is employee empowerment, which originates partly from national inclination to individualism, and partly from the central planning political system that existed in the Polish economy in the Communist era. The main conclusion is that organizational service orientation affects service performance. Its influence on service quality and clients' loyalty is substantial; therefore the organizational service orientation concept appears as a predicator of service quality and might be used in the quality management process. It is possible to indicate five service orientation dimensions that differ across sectors: customer treatment, employee empowerment, service standards communication, service vision, and service training.Originality/valueThe study takes a cross‐sector approach. No wide cross‐sector study has appeared before in an investigation of organizational service orientation.