Interpersonal service quality, self-service technology (SST) service quality, and retail patronage

Lee, Hyun-Joo; Yang, Kiseol

doi:10.1016/j.jretconser.2012.10.005

Cited by 100 publications

(91 citation statements)

References 30 publications

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“…Also Oliver (1997) argues that satisfaction is a customer ''fulfilment response'', a post-purchase phenomenon that portrays how much the customer likes or dislikes the service. In the context of technology-based self-services, recent studies have shown the relevance of perceived service quality for customer satisfaction (Kuo et al 2009;Dabholkar and Spaid 2012;Orel and Kara 2014) and retail patronage (Lee et al 2009;Lee and Yang 2013). The importance of self-service evaluation has been identified in the literature, namely its impact on overall satisfaction: if a consumer is satisfied with an SST based on attributes they consider important, they are likely to be satisfied with the overall experience (Meuter et al 2000).…”

Section: Research Framework and Methodologymentioning

confidence: 99%

The effect of self-checkout quality on customer satisfaction and repatronage in a retail context

Fernandes

Pedroso

2016

Serv Bus

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Self-service technologies (SSTs) are defined as technological interfaces that enable customers to produce a service without direct employee involvement. Among various SSTs, self-checkouts are being tested by grocery stores across the world. However, while most studies focus on SST adoption, there is limited research on its impact on service quality, customer satisfaction, and retention. Our study investigates consumers' assessments of self-checkout in a retail outlet, and its influence on post-usage intentions. The study presents a causal model in order to determine (i) whether consumers evaluate service quality for self-checkout based on five different attributes: speed, ease-of-use, control, reliability, and enjoyment; (ii) whether the evaluation of service quality differs according to demographics and usage frequency; and finally (iii) if service quality delivered by self-checkout relates to overall customer satisfaction and retail patronage. We conclude that successful use of self-checkout may ''tie'' consumers to a provider, representing a feature that differentiates a retailer from competitors.

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Section: Research Framework and Methodologymentioning

confidence: 99%

The effect of self-checkout quality on customer satisfaction and repatronage in a retail context

Fernandes

Pedroso

2016

Serv Bus

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“…There are only a few studies, other than those of Dabholkar, where the four original items have been used (GARCIA;SANTOS, 2011;LEE et al, 2010;YANG, 2013). Most studies have used a scale with three indicators, but they do not agree on the selection of the same items, although the exclusion of the indicator that is enunciated in a negative way is more frequent.…”

Section: Discussionmentioning

confidence: 99%

“…Thus, the need for interaction arises as a determinant factor of the quality of service of these systems (DABHOLKAR, 1996;CHANG, 2011), the attitudes towards these systems (BERGER, 2009;CURRAN;MEUTER, 2005;DABHOLKAR;BAGOZZI, 2002;), the intentions of using such systems (GARCIA; SANTOS, 2011;GELDERMAN;GHIJSEN;DIEMEN, 2011;EASTLICK et al, 2013;LEE et al, 2011;YANG, 2013;WESSELS;DRENNAN, 2010), or as moderating effect between the quality of interactive service and the intended use of technology-based self-service (LEE; YANG, 2013). Most of the results of these studies suggest a negative effect of the need for interaction regarding the perceived quality, attitudes and intentions to use technology-based self-service systems.…”

Section: Users Onlinementioning

confidence: 99%

Validación de la escala de necesidad de interacción social entre cliente y prestador de servicios

López-Bonilla

2014

RBGN

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With the consolidation of the services sector in the global economy, we need to study further the relationship between customer and service provider. This paper analyzed the validity and reliability of the need for social interaction between customer and service provider. This scale has been made by Dabholkar (1996), from the ideas of Langeard et al. (1981). There are relatively few studies with this scale, therefore this construct should be taken into account in future research about service interaction. This study is based on a sample of 819 undergraduates. The results suggest that the Need of Social Interaction is a brief, simple and reliable scale.Keywords: Service interactions. Service provider. Customer. Scale. RESUMENCon la consolidación del sector de los servicios en la economía mundial, es preciso estudiar en mayor profundidad la relación entre cliente y prestador de servicios. Este trabajo analiza la validez y la fiabilidad de la escala de necesidad de interacción social entre empleados y clientes. Esta escala ha sido creada por Dabholkar (1996), a partir de las ideas de Langeard et al. (1981). Hay relativamente pocos estudios sobre esta escala, aunque este constructo debería ser tenido en cuenta en futuras investigaciones sobre la interacción de servicios. Este estudio se ha basado en una muestra de 819 estudiantes universitarios. Los resultados sugieren que la escala de necesidad de interacción social es un instrumento de medida breve, simple y fiable.Palabras claves: Interacciones de servicio. Prestador de servicios. Cliente. Escala.

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“…Kako bi opstale na tržištu, kompanije moraju osluškivati potrebe i zahteve svojih korisnika, redovno ih analizirati I donositi brza i kvalitetna rešenja [1].…”

Section: Uvodunclassified

“…Ti parametri su:  Verovatnoća postojanja reda u sistemu 1  pr P (1) Verovatnoća postojanja reda -Pp r treba da bude manja od 1, da bi u potpunosti zadovoljavala postavljene kriterijume.  Srednja dužina reda treba da bude manja od broja kanala opsluživanja…”

Section: Tabela 3 Primena R-u-m-b-unclassified

Application of 'Process management' methodology in providing financial services of PE 'Post Serbia'

Kujacic¹,

Unterberger²,

Šarac³

et al. 2014

Tehnika

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Primena metodologije "Process management" u obavljanju finansijskih usluga JP "Pošta Srbije" MOMČILO UVODNapredak tehnike i tehnologije nametnuo je i nove načine poslovanja kao i preokret u pogledu odnosa između korisnika i samih kompanija. Kako bi opstale na tržištu, kompanije moraju osluškivati potrebe i zahteve svojih korisnika, redovno ih analizirati I donositi brza i kvalitetna rešenja [1].Promene u različitim segmentima pojedinih procesa mogu dovesti do poboljšanja određenih parametara, kao što je npr. prosečno vreme čekanja u redu [2] Činjenice govore to da zadovoljstvo korisnika i sam kvalitet pružanja usluga najsnažnije utiču na stvaranje redova čekanja [3].Vremena čekanja su vrlo dobar pokazetelj kvaliteta usluga i zadovoljstva samih korisnika [4]. Ovi zaključci su potvrđeni i u raznim kontekstima, kao npr.Adresa autora: prof. dr Momčilo Kujačić, Univerzitet u Novom Sadu, Fakultet tehničkih nauka, Novi Sad, Trg Dositeja Obradovića 6Rad primljen: 09.11.201409.11. . Rad prihaćen: 14.11.2014 redovi čekanja na aerodromima, restoranima brze hrane [5]. Kao posledica toga, a u cilju poboljšanja zadovoljstva korisnika i kvaliteta usluga uopšte, operateri su se koncentrisali na smanjenje stvarnog vremena čekanja kroz upotrebu raznih operacija i tehnika upravljanja [4].Jedna od tih tehnika je upravo metodologija Process management. U radu je opisana primena metodologije Process management u obavljanju finansijskih usluga Javnog preduzeća "Pošte Srbije". Stoga, merena su vremena čekanja u redu u šalter sali jedne pošte na području grada Novog Sada, pri čemu su merena vremena čekanja na šalterima koji obavljaju finansijske usluge. Naime, u toku sedam dana meseca decembra 2013. godine, merena su vremena čekanja u vremenskom intervalu od 8 h do 19 h u Radnoj jedinici Novi Sad, tačnije u jedinici za pružanje usluga korisnicima 21102 Novi Sad.U radu su korišćene tehnike: Brainstorming, Multivoting i tehnika Work Process Prioritization Matrix, kao i anketiranje korisnika poštanskih usluga kao i zaposlenih radnika u Pošti (metodom licem u lice).M. KUJAČIĆ i dr.PRIMENA METODOLOGIJE "PROCESS MANAGEMENT" U... 1052TEHNIKA -MENADŽMENT 64 (2014) 6 U poslovnim procesima koji su pod konstantnim uticajem okruženja nije prirodno očekivati njihovu savršenu realizaciju. Stoga je potrebno stalno praćenje i analiza poslovnih procesa sa stanovišta vrhunskog menadžmenta u kompaniji [6].Mnoge kompanije, među kojima je i Javno preduzeće "Pošta Srbije", svoje poslovanje usmeravaju ka procesu pružanja različitih usluga, koristeći pri tome sve resurse u cilju pružanja kvalitetnijih usluga, koje će moći da odgovore potrebama samih korisnika, zahtevima tržišta i efikasno da se suprotstave sve prisutnijoj konkurenciji [7].U ovom radu, kao jedno od ključnih pitanja postavlja se, šta treba uraditi tj. koje korake preduzeti u Javnom predeuzeću "Pošta Srbije" kako bi se unapredilo poslovanje i omogućio opstanak preduzeća na svetskom poštanskom tržištu. Jedan od mogućih odgovora, jeste upravo primena metodologije Process management -Upravljanje...

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Interpersonal service quality, self-service technology (SST) service quality, and retail patronage

Cited by 100 publications

References 30 publications

The effect of self-checkout quality on customer satisfaction and repatronage in a retail context

The effect of self-checkout quality on customer satisfaction and repatronage in a retail context

Validación de la escala de necesidad de interacción social entre cliente y prestador de servicios

Application of 'Process management' methodology in providing financial services of PE 'Post Serbia'

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