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The impact of shared resources on service efficiency discontent: a management paradox in process orientated service systems
Örebro University, Department of Business, Economics, Statistics and Informatics. (Dahmén Research Center)
Örebro University, Department of Business, Economics, Statistics and Informatics. (Dahmén Research Center)
2007 (English)In: Proceedings of EBRF 2007, 2007, p. 1-15Conference paper, Published paper (Other academic)
Abstract [en]

In this paper, it is argued that the management illusion of achieving service system efficiency spawns a process efficiency paradox. This paradox is exposed when top-management employ indiscriminate actions of increasing the resource utilization-ratio by the sharing of resources among various service processes irrespective of considering criteria’s of swift and even flow. This can be administrative convenient but amplify process variation and therefore be contra-productive in terms of achieving service process efficiency. The intersection of the hierarchical resource control and the process management of service system illuminate divergent views on service efficiency. Following this line of reasoning, a qualitative case study elaborates the notion of four types of efficiency shortfalls which may be related to the dialectics between the hierarchical approach of increased resource sharing, viewed from a top-management perspective, and the process orientation of the service system. Considering the impact of shared resources on service efficiency discontent, this approach can bridge the gap between the actual and potential efficiency in the process oriented service system.

Place, publisher, year, edition, pages
2007. p. 1-15
Keyword [en]
Service efficiency, process orientation, efficiency shortfalls, shared resources
National Category
Business Administration
Research subject
Business Studies
Identifiers
URN: urn:nbn:se:oru:diva-6194OAI: oai:DiVA.org:oru-6194DiVA, id: diva2:210481
Conference
EBRF, Research Forum to Understand Business in Knowledge Society, Sep. 27–28, Jyväskylä, Finland
Available from: 2009-04-01 Created: 2009-04-01 Last updated: 2017-10-18Bibliographically approved
In thesis
1. Value creation and loyalty in exchange relationships: a dynamic perspective
Open this publication in new window or tab >>Value creation and loyalty in exchange relationships: a dynamic perspective
2011 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This marketing dissertation focuses on the troublesome aspects of value creation in dynamic business relations including in relation to internal and external customers. The research field points out that relationship-mediated value creation emerges in various forms of organizational arrangements, inter-organizational settings, service systems and networks.

The aim of this dissertation is to describe and analyze how loyalty and value creation shortfalls influence business relationship dynamics. It is claimed that shortfalls in value creation reflect a discrepancy between anticipated or present performance compared with business partners’ expectations.

In this dissertation, a dynamic perspective is applied to substantiate how critical episodes influence the continuity of relationships taking a progressive or regressive course of development. The study focuses on shortfalls in value creation and indicates troublesome aspects in term of the dimensions of customer satisfaction, trust and commitment. Accordingly, it directs attention towards the heterogeneous influence of business relationship dynamics which is caused by loyalty antecedents in specific episodes of value creation shortfalls.

The main contribution of this dissertation is a portrayal of 11 different episodes of shortfalls in value creation, which indicates the stabilizing role of loyalty antecedents in different dynamic business relations.

In essence, the findings specify that perceived or anticipated shortfalls in value creation imply an increased awareness among managers to account for loyalty antecedents in dynamic relationships. First, shortfalls in value creation are related to discrepancies between value proposition and value change. Second, stability can be achieved by substitution between trust and commitment (i.e. formalization) when there is a lack of value realization or value capture. Third, the formation of managerial commitment in goal congruence is crucial for stability when shortfalls relate to contingencies in the managerial system of control and coordination. The conclusions in this dissertation signify how loyalty antecedents may not be sequentially connected or activated along the relationship development process. In addition, these loyalty antecedents are occasionally inherently inconsistent in continuous and dynamic relationships.

This dissertation consists of an extended summary and seven research papers. The applied method is characterized by both multiple and single case study approaches. Furthermore, the qualitative and multidimensional approach used is pertinent to the discussion of value creation and loyalty in contrast to employing a single theory framework.

Place, publisher, year, edition, pages
Örebro: Örebro universitet, 2011. p. 148
Series
Örebro Studies in Business - Dissertations ; 2
Keyword
Marketing, Industrial marketing, Value creation, Shortfall, Loyalty, Business relationship, Trust, Commitment, Customer satisfaction.
National Category
Social Sciences Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-14958 (URN)978-91-7668-791-8 (ISBN)
Public defence
2011-04-29, Örebro universitet, Hörsal M, (Musikhögskolan), Fakultetsgatan 1, Örebro, 13:15 (Swedish)
Opponent
Supervisors
Available from: 2011-03-15 Created: 2011-03-15 Last updated: 2017-10-17Bibliographically approved

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Gunnarsson, ClaesJohanzon, Conny

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