Managing service quality: developing a vision and a strategy

Sohal, A S

doi:10.1080/09544129400000056

Cited by 8 publications

(8 citation statements)

References 3 publications

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“…According to Webster [1991], this position is very common in service organisations that usually create service-oriented cultures and competitive advantages by perpetuating a shared vision [Sohal, 1994].…”

Section: Leadershipmentioning

confidence: 99%

“…In service organisations where quality service is the key competitive factor during the moment of truth; its quest has became the greatest challenge for a service organisation [Sohal, 1994]. Service practitioners and scholars, now, focus their attention on the search for methods geared towards the maintenance and improvement of service quality [Bitner et al, 1994].…”

Section: Introductionmentioning

confidence: 99%

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The Effect of Organisational Vision on Service Quality Delivery

Liu

2006

The Service Industries Journal

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This study is an attempt to apply the concept of organisational vision to quantitative measures of service operation. Service organisations look at customer satisfaction ensuing from service quality delivery as a source of competitive advantage. To be able to contribute towards this end, vision must exert influence on the key variables job satisfaction and service effort of employees. The results show that organisational vision positively contributes to job satisfaction and service efforts of the participants working in a nationwide fast-food organisation.

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Section: Leadershipmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Effect of Organisational Vision on Service Quality Delivery

Liu

2006

The Service Industries Journal

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“…Vision, which needs to be translated into the brand promise, needs to be clearly communicated to all stakeholders to gain a competitive advantage (Trueman et al, 2004;Sohal, 1994). The value of a brand can be increased by using any ingredient brand of greater value (McCarthy and Norris, 1999;Javalgi and Moberg, 1997).…”

Section: Dubai a Star In The Middle Eastmentioning

confidence: 99%

Dubai – a star in the east

Balakrishnan

2008

Journal of Place Management and Development

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Purpose -Worldwide approximately 200 national economies are competing in the destination market. In 2006, global government and capital expenditure exceeded US$1,480 billion making destination branding an important concept that still remains fragmented and unplanned. Dubai, an emirate of the UAE in the Middle East has been chosen as a case study to explain some elements of successful destination branding. This paper aims to apply a framework developed by Balakrishnan to explain areas of caution when competing in an international market where success is also partially dependent on the macro-environment. Design/methodology/approach -The framework was developed by reviewing literature on destination, place, corporate, product portfolio and service branding. The framework was tested using case study methodology. Secondary research was primarily used to develop the case. Findings -There is a strong fit with the model suggesting that destinations can use this as a basis for continuity in strategy even as governments change. Based on the analysis and review; a checklist for destination branding strategy was recommended. Research limitations/implications -Since, this study depends on secondary research there is some limitations as data in this region is not easily available. Originality/value -Destination branding differs in challenges vis-à -vis product and service branding. This paper depicts steps essential for creating a successful branding strategy which can be applied in a real world context to maximize returns for the destination.

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“…The quest for quality service is arguably the greatest challenge facing service organizations (Sohal, 1994). As such identifying methods for maintaining and improving service quality is essential (Bitner et al, 1994).…”

Section: Introductionmentioning

confidence: 99%

“…This is particularly true of service organizations (Webster, 1991). A common method of creating a service-oriented culture and competitive advantage is to perpetuate a shared vision (Sohal, 1994).…”

Section: Introductionmentioning

confidence: 99%

Satisfaction with organizational vision, job satisfaction and service efforts: an empirical investigation

Testa

1999

Leadership &Amp; Organization Development Journal

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Organizational vision is a generally accepted necessity for organizational success in the 1990s. Specifically, stakeholder attitude toward the vision is believed to improve performance and enhance efforts toward increased quality. To date, little empirical research has proven that attitude toward the organizational vision yields any measurable organizational outcomes. The purpose of this exploratory study was to determine if stakeholder satisfaction with organizational vision was associated with overall job satisfaction and perceived effort. A sample of 709 cruise line managers responded to the 31‐item questionnaire and a service effort scale developed for this study. Both exploratory and confirmatory factor analyses were conducted to define the constructs and establish the measurement properties of the structural equation model tested. Results indicated that satisfaction with vision accounted for 33 per cent and 21 per cent of the variance in job satisfaction and service efforts respectively. Conceptual and theoretical implications of the results are discussed.

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Managing service quality: developing a vision and a strategy

Cited by 8 publications

References 3 publications

The Effect of Organisational Vision on Service Quality Delivery

The Effect of Organisational Vision on Service Quality Delivery

Dubai – a star in the east

Satisfaction with organizational vision, job satisfaction and service efforts: an empirical investigation

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