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This study aims to develop a comprehensive, theoretically grounded framework of customer-to-customer interaction (CCI) management, by revisiting three older services marketing models: the servuction model, the services marketing triangle and the services marketing pyramid.

Noting the lack of theoretical frameworks of CCI management, this study adopts a problematization approach to identify foundational services marketing models, question their underlying assumptions, develop an alternative conceptual framework and evaluate its adequacy for CCI management, on the basis of a systematic literature review and content analyses.

By revisiting the assumptions underlying three relevant models in the light of the present-day, technology-infused service environment, this study proposes a four-triangle CCI management framework encompassing four specific modes of CCI management: managerial decisions by the firm; frontline employees; the design of the physical environment; and technology. Furthermore, this study emphasizes the triadic relationships involving the focal customer, other customers and the four modes of CCI management. Building on these findings, this study concludes with an extensive research agenda.

To the best of the authors’ knowledge, this study represents the first scholarly effort in services marketing literature to provide a comprehensive, theoretically grounded framework of CCI management. With its basis in foundational models, the new framework is well-suited to address future challenges to service marketplaces too.

This study investigates the effect of total quality management (TQM) on customer satisfaction, personnel satisfaction and company reputation.

The study results rely on a structured survey conducted among an extensive sample of Finnish SMEs. In addition to the examination of the relationship between TQM and company performance in terms of customer satisfaction, personnel satisfaction and company reputation, the study takes a view on the possible effects of the industry, the company size and the certified quality system.

The results reveal that two TQM dimensions, namely Customer Focus and Product Management, were related to companies' customer satisfaction, whereas four TQM dimensions, namely Management/leadership, Customer Focus, Personnel Management and Risk Management, were related to personnel satisfaction. None of the TQM dimensions were related to company reputation. The control variables – the industry, the company size and the certified quality system – were not found to affect customer satisfaction, personnel satisfaction or company reputation.

Most previous studies have been based on traditional TQM classification and have not shown the effects of the latest TQM-related dimensions. Compared to previous studies, this work integrates risk management, digitization, system deployment efficiency and stakeholder management into TQM, which has not been implemented in any previous study. The roles of hard and soft TQM factors have been carefully considered in this study; thus, the study does not place too much emphasis on either direction but provides a balanced picture of the performance of the management systems studied. Although there are studies on the effects of TQM on personnel satisfaction, customer satisfaction and reputation, they are based on a much narrower definition of TQM than that in this study. The business environment is constantly changing, but only a few studies have been conducted to extend the TQM approach. This has led to duplication of studies, and the effects of performance-relevant procedures have not been extensively studied in the past as part of TQM. Therefore, the concept of this study brings significant added value to TQM research and returns the TQM concept to the overall level while considering the requirements of the ISO 9001: 2015 and EFQM 2019 quality standards. The study also considers the effects of ISO 9001 certification and EFQM requirements.

Customer identity and access management (CIAM) is a sub-genre of traditional identity and access management (IAM) that has emerged in the past few years to meet evolving business requirements. CIAM focuses on the connectivity with the customer when accessing any type of systems, on-premises and in the cloud, from registration to track. The purpose of this study is to introduce different dimensions of CIAM toward exploiting them in organizations.

Based on a thorough review of the relevant literature and semi-structured interview with six experts in the field of digital IAM the necessary data were gathered. Then through the use of content analysis technique, analytic codes and also categories and sub-categories of the data were generated.

Results indicate that four categories, namely, customer identity management, customer access management and information technology and business management are the most important factors affecting the identification of CIAM dimensions.

Organizations could avail of the proposed conceptual model toward identification and offering customized products and services solutions to their customers.

The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.

In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.

The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.

Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

The paper aims at generating a better understanding of the design elements and related management practices of strategic account management programs, in order to assist firms wishing to design such programs.

The research process is based on systematic combining of literature, empirical data from interviews with nine multi‐national firms, interaction with the firms during the research, and the knowledge resource base of the Strategic Account Management Association.

A strategic account management program (SAMP) is defined as a relational capability, involving task‐dedicated actors, who allocate resources of the firm and its strategically most important customers, through management practices that aim at inter‐ and intra‐organizational alignment, in order to improve account performance (and ultimately shareholder value creation). The research identified four inter‐organizational alignment design elements: account portfolio definition, account business planning, account‐specific value proposition, account management process; and four intra‐organizational design elements: organizational integration, support capabilities, account performance management, account team profile and skills. The management practices pertinent to each element are discussed.

Firms need to ensure that a SAMP is configured so that there is fit between the design elements discussed. Focus should be put on identifying framing elements that set the foundation for configuring effective programs, as they determine the prerequisites for other elements.

The paper contributes to the literature on strategic account management by summarizing extant research and developing an organizing framework, informed by an empirical study.

The purpose of this paper is to propose and empirically test a model of different aspects of ISO 9000 implementation in terms of their relationships with three key supply chain (SC) management practices (internal processes, supplier relationships, and customer relationships). In addition, it aims to examine the relationship between the three key SC activities and operational performance.

Data were collected from 321 middle and senior managers of ISO 9001 certified firms in Australia who were responsible for managing the quality systems in their organizations. The structural equation modelling (SEM) technique was employed using LISREL software to test the research model and the hypotheses in this study.

The results show that advanced implementation of ISO 9000 is positively related to all three aspects of SC activities (internal, customer, and supplier process management), while supportive implementation is positively related to internal and customer process management. However, basic implementation has no direct influence on any SC management practices. The results also indicate that supplier and internal process management both have a positive effect on operational performance, while customer process management has no significant impact on operational performance.

The results provide key insights for managers on the extent to which different aspects of the implementation of a quality management system would produce benefits for the organization within the SC context.

Despite the central premises of ISO 9000, which are concerned with internal processes and SC management practices, only a few studies have examined this matter to date. The current study seeks to bridge this gap by examining the effect of ISO 9000 implementation on operational and SC management practices that, in turn, will predict the operational benefits within adopting firms.

Notes that to be effectively implemented, quality management has to be aligned with strategy and properly co‐ordinated. Develops a systems framework entitled congruence management business architecture. Notes that under this architecture an activity is the core entity for change and that every quality or related initiative will change, eliminate or create activities. Considers various quality management mechanisms under this architecture and considers various barriers. Suggests that the congruence management framework can help make quality management more effective.

The purpose of this paper is to propose a research model exploring the link between open innovation, customer knowledge management and radical innovation. It seeks to answer these research questions: is there any difference among the effects of different types of open innovation activities on radical innovation? How does the organizational learning ability influence the impact of customer knowledge management on radical innovation?

The paper is based on the data collected from a sample of 165 modern service enterprises located in the Yangtze River Delta region. The authors conducted a structural equation modeling analysis using SPSS and MPLUS to test the proposed hypotheses.

The results showed that different kinds of open innovation activities had different impacts on the path to radical innovation. Inbound open innovation activities directly influenced radical innovation while the effect of outbound open innovation activities on radical innovation combined with the organizational exploitative learning ability is indirect. Similarly, the empirical results also proved that customer knowledge management had an indirect effect on radical innovation through the organizational learning ability, and the influence of the exploratory learning ability was more prominent.

Under the background of the national innovation driven by the development strategy, this paper studies the impact mechanism of radical innovation from the perspectives of open innovation and customer knowledge management. Therefore, it is suggested that the enterprise should adopt open innovation activities to foster innovation performance, formulate a customer-oriented innovation strategy and invest information and communication technologies to enhance the organizational learning ability of the enterprise.

The purpose of this paper is to examine the relationship between operational risk management and customer complaints. It also determines whether product complexity moderates the relationship between the operational risk management and customer complaints.

This study utilizes a quantitative method: quantitative data were collected using a questionnaire. The population of this study is 1,845 local conventional bank branches based in Malaysia.

The findings revealed that components of operational risk management, namely practice of hazard identification and formulation of implementation of risk control, have negative and significant relationships with customer complaints. Empirical evidence confirmed the moderating effects of product complexity on the relationship between operational risk management and customer complaints.

From the perspective of developing countries, the main contribution of this study is the elucidation of the effect of operational risk management on customer complaints in commercial banks in Malaysia. This study confirmed the usability of the resource-based view theory in the banking industry, as well as operational risk management as a bank resource.

Due to the recent development of Big Data and artificial intelligence (AI) technology solutions in customer relationship management (CRM), this paper provides a systematic overview of the field, thus unveiling gaps and providing promising paths for future research.

A total of 212 peer-reviewed articles published between 1989 and 2020 were extracted from the Scopus database, and 2 bibliometric techniques were used: bibliographic coupling and keywords’ co-occurrence.

Outcomes of the bibliometric analysis enabled the authors to identify three main subfields of the AI literature within the CRM domain (Big Data and CRM as a database, AI and machine learning techniques applied to CRM activities and strategic management of AI–CRM integrations) and capture promising paths for future development for each of these subfields. This study also develops a three-step conceptual model for AI implementation in CRM, which can support, on one hand, scholars in further deepening the knowledge in this field and, on the other hand, managers in planning an appropriate and coherent strategy.

To the best of the authors’ knowledge, this study is the first to systematise and discuss the literature regarding the relationship between AI and CRM based on bibliometric analysis. Thus, both academics and practitioners can benefit from the study, as it unveils recent important directions in CRM management research and practices.