Constructing innovative service quality for department stores

Chen, Ming-Kuen; Lin, Yen‐Ling; Chen, I‐Wen

doi:10.1080/14783363.2013.844913

Cited by 13 publications

(11 citation statements)

References 23 publications

(27 reference statements)

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“…However, in medical care services, aspects related to staff quality were the most relevant (Thawesaengskulthai et al, 2015). Finally, in the case of retail stores, intangible factors seem to be increasing in their importance over other factors (Chen et al, 2015). In hospitality, customer-centered competencies, such as recognizing customer problems, maintaining customer satisfaction and addressing customer concerns, appear to be essential factors for measuring service quality (Abrate et al, 2011;Alonso-Almeida and Bremser, 2013).…”

Section: Introductionmentioning

confidence: 99%

Effects of quality management on hospitality performance in different contexts

Llach

Alonso‐Almeida

Martí

et al. 2016

Industrial Management &Amp; Data Systems

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Purpose – The purpose of this paper is threefold: first, to test the role of the managerial team’s commitment to quality deployment, quality performance and firm performance; second, to shed light on the effects of a certified quality management system on this chain; and third, to analyze the effects of changes in this chain on different management team attitudes, namely, innovativeness. Design/methodology/approach – Based on a survey conducted in a sample of 370 hotels from the region of Madrid (Spain), the model and hypotheses were validated using structural equation modeling analysis. Findings – The results reveal the importance of a commitment to quality for quality deployment. In addition, quality deployment has a strong impact on operations and employee and customer performance. However, only impacts derived from customers’ perceptions of service quality affect firm performance. In addition, a contextual analysis was performed to verify whether various contextual factors (certification in a quality management standard and the innovative attitude of the management team) could modify the previously obtained results for the full sample. Practical implications – The management team should understand that its attitude toward quality management could affect the company’s overall performance. On the one hand, the team should be aware that the cost of implementing quality practices could be a burden for employees in the performance of their daily activities. On the other hand, there is a positive relationship between involvement in addressing customers’ requirements and financial performance. Therefore, a balance between the efforts to maintain a certain level of quality by the firm’s employees and the service quality offered to the customers is crucial to achieving better financial performance. Originality/value – The impact of the implementation of quality management practices on performance has been widely studied; however, the role of intangible factors has not been commonly discussed in service industries in general and even less so in the hospitality sector. This paper analyses the influence of the quality management team’s attitudes toward innovativeness and the implementation of a quality management standard.

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Section: Introductionmentioning

confidence: 99%

Effects of quality management on hospitality performance in different contexts

Llach

Alonso‐Almeida

Martí

et al. 2016

Industrial Management &Amp; Data Systems

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“…It has become increasingly important and has been recognized as a key factor for enterprises seeking to gain competitive advantages [1][2]. Service quality is defined as the difference between customer expectations of the service to be received and perceptions of the actual service received [3].…”

Section: Introductionmentioning

confidence: 99%

Transformational Leadership, Psychological Capital and Front-line Sales Staffs’ Service Quality: Psychological Capital as a Mediator

He¹,

An²,

Lin³

2016

IJUNESST

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“…The literature review QFD definitions and aim Many authors have dwelled over which is the best approach of achieving high levels of quality (Esteban-Ferrer and Trics, 2012). Chen et al (2015) propose that many companies are engaged in assessing ways in which their productivity, product quality and operations can be improved. Although business process re-engineering and VSM used to attract the most attention in the "process arena" (Motwani et al, 1998), QFD, one of TQM's primary activities, has been considered as a systematic methodology for quality management and product development (Vinodh and Chintha, 2011;Sousa and Voss, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…The secondary matrix evaluates the sub-processes based on certain ‗process characteristics'. As Chen et al (2015) highlighted it is critical to identify the process characteristics in order to accumulate and enhance the resources and thus satisfying the customers. Combining the two levels will provide insight as to possible improvement areas.…”

Section: House Of Quality (Hoq) Designmentioning

confidence: 99%

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Applying quality function deployment to social housing?

Kassela

Papalexi

Bamford

2017

TQM

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Process Management System (PMS). Such a system is often based on the Plan-Do-Check-Act philosophy (Deming, 1982) and typically consists of processes, sub-processes and procedures linked together. Performance measurement and preventive mechanisms must also be an integral part of the system. However, a question that often arises when coming to design an effective PMS is ‗what are the standards according to which one has to design and manage a Process Management System?' Eliciting, understanding and utilising the Customer Requirements that can inform a successful PMS is the key to Business Excellence (Soosay et al., 2012;Walker and Jones, 2012). This paper, therefore, investigates whether the application of QFD within a Housing Association can assist the company to translate the ‗voice' of customers into performance improvement. It also attempts to contribute to the relevant literature regarding the implementation of QFD in the service sector. The PMS used by the company was not fit for purpose as was not performing to the maximum of its ability. The company required a method to identify areas for improvement to enable it to introduce improvement projects and increase customer satisfaction. The rationale was that QFD would enable the company to correlate process functions to customer requirements and identify critical success factors.The paper is structured as follows. The literature review presents various applications of QFD and communicates the benefits and drawbacks. A number of examples of QFD application in non-The TQM Journal 4 manufacturing industries are presented, mainly to understand the reasons and need to adapt the product-oriented QFD process. The research methodology is then presented and the use of a case study approach briefly justified. Subsequent sections introduce the analysed scenario -the analysis of the processes and the customer requirements; all incorporated within three House of Qualities.The final section discusses conclusions and possible further research. The Literature review QFD definitions and aimMany authors have dwelled over which is the best approach of achieving high levels of quality (Esteban-Ferrer and Trics, 2012). Chen et al. (2015) propose that many companies are engaged in assessing ways in which their productivity, product quality, and operations can be improved.

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Constructing innovative service quality for department stores

Cited by 13 publications

References 23 publications

Effects of quality management on hospitality performance in different contexts

Effects of quality management on hospitality performance in different contexts

Transformational Leadership, Psychological Capital and Front-line Sales Staffs’ Service Quality: Psychological Capital as a Mediator

Applying quality function deployment to social housing?

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