Service orientation in transitional markets: does it matter?

Abstract

Firms with a strong service orientation ± that is, those whose organizational policies, practices, and procedures support service excellence ± often have a competitive edge in mature Western markets. In transitional economies, however ± such as within the newly opened markets of Central and Eastern Europe ± the impact of service orientation on current and future firm performance is largely unknown. Particularly, in areas where service quality has lagged, enhancing service orientation might catapult a firm's competitive standing ahead of the pack. On the other hand, boosting service orientation in markets where demand continues to outpace supply may add unnecessary cost, and little visible short-term gain. In this study, the SERV*OR scale, a measure of organizational service orientation, was administered to 105 employees from two Slovenian banks ± a newly established private bank and a large, older, state-supported bank. The private bank outperformed the state bank in service orientation and in financial performance, lending support to the idea that service orientation may enhance rather than detract from firm performance in transitional markets.

Usługowa specyfika strumienia wartości Lean Management (Service specificity of Lean Management value stream)

“…Autorzy definiują ją jako względnie trwałe polityki stosowane w przedsiębiorstwie, praktyki i procedury, mające na celu kształtowanie zachowań personelu właściwych dla świadczenia doskonałych usług dla klientów [Lynn, Lytle, Bobek 2000]. Stan orientacji usługowej oraz klimatu usługowego ma bezpośredni związek z propozycją wartości dostarczaną klientowi w warstwie czynników niematerialnych i relacyjnych.…”

The Influence of Organisational Culture on Mainstreaming Monitoring and Evaluation in Public Entities Revenue Services

“…They should inspire, motivate and mentor employees in achieving the expected organizational service excellence. From this assertion, it is worth mentioning that organizational service orientation is prevalent where the organizational climate is seen to be nurturing and rewarding service practices and behaviour known to meet customer expectations (Lynn, Lytle, and Bobek (2000).…”

“…Organizational service orientation is being described in the context of service organization climate (Lytle and Timmerman, 2006;Lynn, Lytle, and Bobek, 2000;Lytle, Hom, and Mokwa, 1998). All the authors agree that climate and culture are interconnected.…”

“…Service orientation stays in the strong site with intangible aspects of an organization, that is, what makes the organization excel. Lynn, Lytle, and Bobek (2000) are of the opinion that service orientation exists when the organizational climate for service crafts, nurtures and rewards service practices and behaviours meet customer needs. Gonzalez and Garazo (2006) further identified three main variables related to organizational citizenship behaviour as a result of the positive influence on employees' satisfaction namely: a) Whether employees act as representatives of the firm to outsiders; b) Contact-staff participation consists in providing information about customer needs and suggesting improvements in-service delivery process; and c) Following company regulations in such conscientious manner that they are adapted to the individual customer needs.…”

How Patients Perceptions for Service Standard Communication, Commitment Management and Service Quality Effects Customer Satisfaction (Case Study for Public Hospital in Surabaya).

“…It can be achieved if the service standard is communicated well to each person. Service standard communication based on the employees' perception about the organization ability to communicate what the organization expected from its employees toward service standard, practices and behaviors (Lynn and Lytle, 2000). Service standard communication is the level, in which organization measures, control and communicate service quality standard (Garcia et al, 2011).…”