A Customer Interaction Approach to Strategy and Production Complexity Alignment in Service Firms.

Skaggs, Bruce C.; Huffman, Tammy Ross

doi:10.2307/30040668

Cited by 69 publications

(81 citation statements)

References 28 publications

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“…Following Skaggs and Huffman (2003), we measured the complexity degree to which the supplier was involved in production by asking informants to indicate their level of agreement (1 = strongly disagree, 5 = strongly agree) with the following five items: complexity of process, flexibility of performance, ability and skills requirements, lead time requirements, and coordination across divisions.…”

Section: Implementing Supplier Codes Of Conductmentioning

confidence: 99%

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

2008

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Section: Implementing Supplier Codes Of Conductmentioning

confidence: 99%

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

2008

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“…Indeed, ethnic minority patients and doctors are more likely to have ethnic minority doctors and patients than are majority group members (Gray & Stoddard, 1997). When healthcare providers and patients are from different ethnic groups, greater effort may be required to understand patients' requests and needs (Skaggs & Huffman, 2003). Patient involvement in the care they receive may further add to the unpredictability service providers experience when attempting to gauge interactions (Bowen & Schneider, 1988).…”

mentioning

confidence: 99%

Why Organizational and Community Diversity Matter: Representativeness and the Emergence of Incivility and Organizational Performance

King

Dawson

West

et al. 2011

AMJ

104

100

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Integrating sociological and psychological perspectives, this research considers the value of organizational ethnic diversity as a function of community diversity. Employee and patient surveys, census data, and performance indices relevant to 142 hospitals in the United Kingdom suggest that intraorganizational ethnic diversity is associated with reduced civility toward patients. However, the degree to which organizational demography was representative of the community demography was positively related to civility experienced by patients and ultimately enhanced organizational performance. These findings underscore the understudied effects of community context, and imply that intergroup biases manifested in incivility toward outgroup members hinder organizational performance. Why Organizational and Community 3 WHY ORGANIZATIONAL AND COMMUNITIY DIVERSITY MATTER: REPRESENTATIVENESS AND THE EMERGENCE OF INCIVILITY AND ORGANIZATIONAL PERFORMANCESocial, political, and technological advancements have given rise to a workforce comprised of people from a wide range of racial and ethnic backgrounds across the globe (United Nations Statistics Division, 2009). Management research on the implications of this increasing ethnic diversity has yielded mixed findings; some research within teams and dyads suggests diversity can generate innovation and breadth of information (e.g., Simmons, Pelled, & Smith, 1999), while other studies suggest diversity can have negative effects by increasing conflict and reducing cohesion (e.g., Jehn, Northcraft & Neale, 1999). The little evidence that exists at the level of the organization suggests that diversity can have positive effects on financial outcomes under some conditions (Herring, 2009;Richard, 2000;Richard, Barnett, Dwyer, & Chadwick, 2004). Researchers have therefore moved past the question of whether diversity affects outcomes and have instead begun to address the question of when and how diversity can facilitate positive outcomes (Joshi & Roh, 2009).An answer to these questions may be gleaned from one of the potential value propositions espoused by researchers and practitioners of diversity management: diverse employees may be particularly effective in serving similarly diverse populations (Richard, 2000) by bringing unique cultural sensitivity that appeals to a diverse customer base (Cox & Blake, 1991). This reasoning can be grounded in social identity and social categorization theories, which suggest that people unconsciously favor members of their own social groups (Tajfel & Turner, 1979). On its face, this rationale implies that organizational diversity will yield positive effects when it matches the demography of customers or clients the organization serves. Why Organizational and Community 4Here we suggest that the primary reason why people from one ethnic background may be less effective in serving people from other ethnic backgrounds is that the positive regard automatically afforded to ingroup members is replaced by a subtle disregard when intraorganizational diver...

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“…Furthermore, Skaggs and Huffman (2003) argue that there are three key service strategy positioning variables in the literature:…”

Section: Customer Inputsmentioning

confidence: 99%

“…This variable comprises four dimensions: "extent of service customisation", "volume of customer inputs", "variability in customer inputs", and "customer relationship strategy". They are essential for planning and executing service delivery processes and are the ones given the most emphasis in the service operations strategy literature (Silvestro, 1999;Roth and Menor, 2003;Skaggs and Huffman, 2003;Frei, 2007).…”

Section: Customer Inputsmentioning

confidence: 99%

Process design principles in service firms: Universal or context dependent? A literature review and new research directions

Ponsignon¹,

Smart²,

Maull³

2012

Total Quality Management & Business Excellence

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The aim of this article is to assess whether process design principles derived from best practices are universally applicable to service organisations or context dependent. This is achieved through a comprehensive review of the Business Process Management (BPM) and Operations Management (OM) literatures. Our comparison of the existing bodies of knowledge in these disciplines reveals major inconsistencies in how the topic of process design in service environments is addressed. Drawing on the more mature, contingencyoriented OM literature we challenge the BPM discipline which prescribes that process design principles derived from best practices are universally applicable irrespective of the context in which the service organisation operates. The results strongly suggest that in the business process design area one size does not fit all service organisations and that some design principles fit better under certain contextual conditions. We then use these findings to 2 develop a contingency conceptual framework and associated research propositions linking the firm's service strategy context to the use of particular business process design principles. This extends existing theory and provides a platform for future process design research in service organisations that is more closely aligned with the needs of practitioners.

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A Customer Interaction Approach to Strategy and Production Complexity Alignment in Service Firms.

Cited by 69 publications

References 28 publications

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

Why Organizational and Community Diversity Matter: Representativeness and the Emergence of Incivility and Organizational Performance

Process design principles in service firms: Universal or context dependent? A literature review and new research directions

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