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Management is a blended discipline with characteristics of both science and art. The component science is to be learnt and art to be practiced. This art component of management education is the really challenging part, and this is where the management educational institutions build their uniqueness. The present management education needs a paradigm shift in order to fulfill the growing futuristic demands of the industry. The quality gaps identified through review of literature are preach–practice, industry–institution linkages, quality faculty, updated curriculum, soft skills development, research, online platforms and updated pedagogies. The researcher has taken an attempt to do a dyadic study in India.

The researcher has taken an attempt to do a dyadic study in India to analyze the perception of the management faculty and management students toward filling the quality gaps for a futuristic management education. The study has included 125 management faculties and 1200 management students through simple random sampling, and the data are collected through survey method.

The independent “t” test has been applied. The management faculties exhibit high degree of acceptance for filling the quality gaps such as research gaps, online platforms and industry and institution linkages since the mean scores are 4.22, 4.20 and 4.14 respectively. The management students exhibit high degree of acceptance for filling the quality gaps such as online platforms, updated pedagogies and soft skills development since the respective mean scores are 3.87, 3.85 and 3.82.

The research area chosen for the study is reflecting the scenario of management education in developing countries such as India. The scenario may differ to developed countries.

When the quality of the management education is enriched, it will create global management professionals who will contribute qualitatively to the industries and uplift the overall global economic developments.

The present study is enriching the existing literature review, by comparing the perception of both the counterparts, the management faculty and students, about the teaching and learning process. Thus, it can be concluded that the outcome of this study is relevant for the management educational institutions, and the need of the hour for the management education is definitely to fill the quality gaps, and all the management educational institutions have to be prepared enough to overcome the gaps with the support of their well-planned strategies. The futuristic demands are ever growing, even then the gap between the present and future expectations of the industry need to be well considered and bridged. As a result of the paradigm shift, the quality of the management education will be enriched, and it will create global management professionals. As a result of this quality-conscious education, a reputed brand image and set of loyal customers may also be developed (Akareem and Hossain, 2016). The learners of quality management education will contribute qualitatively to the industries and uplift the overall global economic developments. Further research is needed to measure the post impact of filling the quality gaps in the arena of management education.

The quality gaps identified through review of literature are preach–practice, industry–institution linkages, quality faculty, updated curriculum, soft skills development, research, online platforms and updated pedagogies.

The objective of this paper is to propose a model for assessing the quality of service at various interfaces of supply chain using third party logistics.

Based on a rich combination of extensive literature review and insights gained through exploratory interviews, gap analysis methodology is used in developing the model. This was followed by an in‐depth analysis of gaps at various interfaces in supply chain. Further, both qualitative and quantitative techniques are suggested for data collection and analysis.

The key gaps in both the directions (forward and reverse) that are likely to affect the service quality at different levels are extensively defined. These gaps may exist between a 3PL service provider and the manufacturer, the marketing function and the 3PL service provider, etc. The paper also proposes frameworks such as data envelopment analysis for measurement of these gaps. A set of possible performance indicators is also proposed at various interfaces in supply chain.

This proposed model is an attempt to explore the relatively less explored area. It is expected that this research will further motivate researchers to work in this area. This supply chain service quality tool will be beneficial to practising managers in identification of opportunities for improvements in service quality.

This paper explores some critical issues in the less explored area and offers practical help to researchers and practitioners in providing a direction for supply chain service quality improvement.

In recent years, speedy development of Taiwan’s hotel industry intensifies market competition, customers’ demands on hotel services quality also increase with the increase of their consumption consciousness, and their demands on hotel types diversify, therefore hotel industry should concern on their unique management services quality brought by their different hotel types. The current designed service system or service transmission process may fail to meet customers’ demands owing to emphasizing degree gap in service quality. What is worse, it is difficult for hotel industry to actualize complete customer segregation and to provide customized services, therefore comprehensive understanding of customers’ demands on the service quality of different types hotels would contribute to operating management improvement of Taiwan hotel industry. This paper divides Taiwan hotels into three types: international tourism commercial type, holiday type and motel, the general hotels. It studies the emphasize degree gap in service quality between the industry and the customers. Data analysis shows that service quality gap (perceived gap) of hotels of different types exists in several quality aspects; what’s more, the perceived gaps, service quality aspects, and its items of different types of hotel are also different. After an integrated analysis, this paper puts forward a general and customer‐oriented quality item suitable for hotel industry to shorten the perceived gap of service quality, so that the hotel industry could design a service system and service transfer system, which could meet most lodging customers’ demands in the context of pluralized customer sources.

Companies are constantly striving for superior customer service that meets consumers' expectations. Products that do not provide consumers with good service quality are unlikely to meet the expectations of consumers. The aim is to maximize customer satisfaction and achieve financial success by closing gaps to provide high-quality service to consumers. Customers use quality of service to choose a service provider. This does not only include the quality of products or service but also the quality of customer service. The five essential elements (5Es) – experience, emotions, exclusivity, execution and engagement – must be used by companies to ensure that their products and services meet defined standards or customer's expectations. The customer's opinion of a service is formed immediately, regardless of whether it is positive or negative. The result of a negative customer experience is negative word of mouth, which would cause loss in business from dissatisfied customers as well as from potential customers who will no longer use the services. Using the gap model for service quality, this study proposes the essential 5Es of service quality. As a result of the synthesis of this current research, the company's service delivery will be improved by identifying weaknesses. The use of these 5Es for the control of service quality and monitoring of quality defects leads to better understanding and reduction of cost.

Assesses the perceptions of service quality in China’s hotel industry, from the perspective of both international tourists and hotel managers. A questionnaire was used to survey a sample of 90 hotel managers and 270 international tourists who visited China and stayed at hotels in Beijing, Shanghai, and Guangzhou. A descriptive statistics analysis was used (paired t‐test and independent t‐test) to evaluate the service quality of China’s hotel industry from both the tourists’ and the managers’ perspectives, and to investigate the four gaps: between tourists’ expectations and their actual perceptions; between managers’ perceptions of tourists’ expectations and the actual expectations of tourists; between managers’ perceptions of a hotel’s service delivery and tourists’ actual perceptions of the service; and between managers’ perceptions of tourists’ expectations and managers’ perceptions of their hotel’s service delivery. The results showed that tourists’ perceptions of service quality provided in the hotel industry in China were consistently lower than their expectations and that managers overestimated the service delivery, compared to tourists’ perceptions of actual service quality, in the hotel industry in China. From the result of gap analysis, it might be concluded that Delivery Gap and Internal Evaluation Gap were the main reasons contributing to the service quality shortfalls in the hotel industry in China.

The major aim of this investigation is to propose a novel approach for evaluating the implementation of the European Quality Award, i.e. the model of European Foundation for Quality Management (EFQM).

The EFQM model includes both enablers and results, while in the service quality gaps model, only the gaps between the organization and customer are studied. In this paper, a new approach has been proposed to assess seven determined gaps in implementing the EFQM model based on the concepts of the service quality gaps model and the ServQual approach. The new approach to the EFQMQual has been examined in Isfahan Province Gas Company using different viewpoints of senior and middle managers and senior experts on four elements of determined gaps. These include perceptions of goals, expectations of goals, perceptions of assessment and expectations of assessment.

Findings indicate that leadership and key results criteria have the lowest and the highest gap values, respectively. In addition, the fifth gap, i.e. the difference between expectations of assessment and perceptions of assessment, has the lowest average, while the seventh gap, i.e. elements of the EFQM model, has the highest average. With regard to the correlation among the seven gaps, it became obvious that there is a significant correlation among the first, fifth and sixth gaps; and also between the fourth and fifth gaps. Finally, based on the Pareto rule, the priority of the criteria related to each of the gaps has also been determined.

One of the limitations of this study is the complexity of the concepts in the questionnaires, which makes it difficult for respondents to understand the items of the questionnaires. To overcome this, therefore, the researcher has attached a guideline to the distributed questionnaires.

As the literature review indicates, there has not been any research on integrating the concepts of the service quality gaps model, the ServQual approach, and the EFQM model, while also analyzing the weak and strong results obtained from implementing the EFQM model based on such an integrated approach. The significance of the study lies further in the fact that based on an approach similar to the proposed EFQMQual, such concepts can be applied for evaluating the implementation of other quality award systems.

The main objective of the study was to utilize SERVQUAL for identifying gaps in the chain of services provided by the information technology (IT) resources. SERVQUAL was applied to IT services in higher education institutions in the United Arab Emirates.

Because of the many concerns and reservations raised with regard to using perception scores or gap scores, the appropriateness of the SERVQUAL measure to verify the anticipated structure of the instrument was also examined. Using confirmatory factor analysis, the structure of the perception scores (performance‐based model) and the gap scores (performance minus expectation‐based model) were examined.

The evaluation of model‐fit provided mixed results, but, in general, the results favored the perception scores. However, some statistical fit‐tests suggested that both models lacked the features necessary for a good fit. On the other hand, based on their feedback, respondents felt that SERVQUAL is a useful indicator for IT center service quality in institutions of higher education. SERVQUAL identified gaps in service quality for the three institutions. Empirical results of SERVQUAL scores for the IT centers in the three institutions are also presented.

The paper reassesses the structure and validity of the SERVQUAL model given its wide use and criticism, and applies the model to an important set of related, yet distinct service organizations such as information technology centers.

Reports on a study that applied the well‐ established SERVQUAL methodological instrument to an investigation of those hotels in Crete that have adopted the ISO 9000 quality standard. Three service gaps are explored through a questionnaire survey of guests and managers in ten Cretan hotels. The study finds that there is a divergence between the perceptions of service quality of guests and managers, and that the greatest gaps exist in hotels of the highest quality classification. Finally, some implications of the ISO standard in hotels are discussed.

This paper aims to explore the relationship between the students' perceptions of service performance and the service gaps. The main objective is to investigate whether the relationship can be used for the mapping of quality attributes into four service quality factors.

Using a 37‐item questionnaire developed from Grönroos' Perceived Service Quality model, a survey was carried out to collect primary data to measure the students' perceptions of service quality in a local private higher education institution. Service gaps were computed from the differences between students' perceptions of the services they received and their expectations of the same services. The perception scores were plotted vertically and the service gaps plotted horizontally on a graph with the overall mean perception score as the horizontal axis and the overall mean service gap as the vertical axis.

It appears that the relationship can be used to map the quality attributes into four quality factors, namely satisfier, critical, dissatisfier, and neutral, consistent with the model developed by Johnston and Heineke.

This is an alternative method to classify quality attributes using the service gaps data obtained from customer satisfaction surveys through the SERVQUAL instrument or modified versions. Together with the expectation‐service gap grid, both can be used for identifying service shortfalls and prioritisation of service improvement.

This article focuses on children’s social quality. Social quality can be understood as the extent to which people can engage in the social, economic, and cultural lives of their communities, under conditions that strengthen their well-being and potential. This article has two purposes. The first is to develop a league table ranking 23 countries’ children’s social quality based on comparative data. The second is to examine the correlation between these countries' commitment to promoting children’s social quality and reducing the child care gap, where childcare is insufficiently covered by child care leave or Early Childhood Education and Care.

We analyse the findings obtained from the children’s social quality league table and the child care gap league table for the 23 countries.

The findings reveal mixed relationships between the children’s social quality league table and the child care gap league table. These findings indicate that we cannot assume that countries prioritizing the reduction of the child care gap automatically possess the capacity or willingness to promote other aspects of children’s welfare. They also highlight the significance of encouraging countries to enhance their children’s social quality as a way to promote children’s welfare rather than solely reducing the child care gap.

Children’s social quality is a new research area. To explore it, this article makes an innovative attempt by exploring the connection between social quality, children’s welfare, and the child care gap. The league table of children’s social quality this article developed is the first of its kind.