Charting service quality gaps

Cândido, Carlos; Morris, David

doi:10.1080/09544120050007779

Cited by 35 publications

(22 citation statements)

References 7 publications

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“…In order to understand the reasons behind failure and improve the success rate of implementation, several researchers have provided comprehensive sets of implementation difficulties (Alexander, 1985;Wernham, 1985;Ansoff and McDonnell, 1990;O'Toole, 1995;Beer and Eisenstat, 2000;Cândido and Morris, 2000;Hafsi, 2001;Miller et al, 2004;Sirkin et al, 2005;Hrebiniak, 2006;Cândido and Santos, 2011;andHansson, 2010, 2011). Many researchers -some of which following on from the inspiring work of Lewin (1947) -have also proposed integrated frameworks for strategy formulation and successful implementation (e.g.…”

Section: Introductionmentioning

confidence: 99%

Strategy implementation: What is the failure rate?

Cândido

Santos

2015

Journal of Management & Organization

130

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It is often claimed that 50 to 90 percent of strategic initiatives fail. Although these claims have had a significant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that whilst it is widely acknowledged that the implementation of a new strategy can be a difficult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile, or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.

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Section: Introductionmentioning

confidence: 99%

Strategy implementation: What is the failure rate?

Cândido

Santos

2015

Journal of Management & Organization

130

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“…During the past three decades, researchers and practitioners have developed numerous models in order to measure service quality (Parasuraman, Zeithaml & Berry, 1985;Lovelock, 1994;Bennington & Cummane, 1998;Candido & Morris, 2000;Brady & Cronin, 2001;Luk & Layton, 2002;Getty & Getty, 2003;Chiu & Lin, 2004;Gupta, McDaniel & Herath, 2005;Urban, 2009;Durvasula, Lysonshi & Madhavi, 2011;Calabrese & Scoglio, 2012). Among them, the SERVQUAL model developed by Parasuraman, Zeithaml and Berry (1985) has been the most used and is considered one of the best-received and most heuristically valuable contributions to service literature (Brown &Bond, 1995;Mauri, Minazzi & Muccio, 2013).…”

Section: Assessment Of Service Qualitymentioning

confidence: 99%

Hospitality & tourismmarketing

2015

Hospitality and Tourism 2015

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“…The quality of this dimension is most often assessed according to different activities of service staff (Cousins, Foskett, & Gillespie, 2002). Ha and Jang (2010) have primarily treated the quality of the service encounter as a multidimensional construct that is most often the result of guests' subjective evaluation of several quality factors, such as the process of welcoming guests, acceptance of orders, guest attendance, and so forth.…”

Section: Processmentioning

confidence: 99%