Service recovery as an organizational capability

Abstract

Purpose

This paper aims to explore and conceptualize service recovery as an organizational capability. It proposes a new construct labeled knowledge-enabled recovery effectiveness (KERE).

Design/methodology/approach

Measures capturing the KERE construct were developed through domain identification, item pool generation using focus group interviews with managers involved in complaint management and content expert validation.

Findings

A first pool of 73 items was generated and then reduced to 37 items. Focus group interviews confirm the theoretical relevance of the KERE construct. Recovery culture, recovery process and internal recovery resources are the different components of a firm’s knowledge that serve as inputs, or as a source of a firm’s service recovery capabilities.

Research limitations/implications

A quantitative study is needed in future research to assess the KERE’s construct structure and validity.

Practical implications

Managers may use the proposed scale to foster effective and relevant marketing strategies by setting clear policies that consider service recovery as a knowledge-based activity rather than a control targeted activity.

Originality/value

This research demonstrates the mutual dialogue between service recovery and knowledge-based capabilities. Also, it proposes a new concept labeled KERE and a raw scale to further understand firms’ aptitude in service recovery.

Citation

Mjahed Hammami, S., Souiden, N. and Triki, A. (2018), "Service recovery as an organizational capability", Qualitative Market Research, Vol. 21 No. 3, pp. 316-336. https://doi.org/10.1108/QMR-03-2016-0030