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Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

This paper reports the results of a three-year-long research on business relationships, relying on qualitative data gathered through multiple-case study research of four focal companies operating in Australia. The industry settings are as follows: steel construction, vegetable oils trading, aluminum and steel can manufacture, and imaging solutions. The research analyzes two main aspects of relationships: structure and process. This paper deals with structure describing it by the most desired features of intercompany relationships for each focal company. The primary research data have been coded drawing on extant research into business relationships. The main outcome of this part of the research is a five construct model composed by trust, commitment, bonds, distance, and information sharing that accounts for all informants’ utterances about relationship structure.

A growing number of international travellers have influenced how hotels manage their customer satisfaction reviews and ratings. This study examines the influence of knowledge sharing on employee service quality and customer satisfaction in the hotel industry. Another purpose of this study is to investigate the moderating effect of artificial intelligence (AI) system quality on the relationship between knowledge sharing on employee service quality and customer satisfaction.

The research design was developed using the positivism approach and quantitative method. Data were collected via a self-administered survey from Vietnamese hotels that used AI systems in employees' work tasks. Three hundred and fifty pairs of questionnaires for frontline employees and customers were collected and used for the data analysis. Structural equation modelling was accessed to examine the framework model.

This research shows that the increase of knowledge sharing behaviours significantly influenced customer perceptions of employees' service quality. Furthermore, employee service quality positively affected customer satisfaction. An indirect impact of knowledge sharing on customer satisfaction via employee service quality was found. AI system quality moderated the effect of knowledge sharing on employee service quality whereby the higher the AI system quality, the stronger the impact of knowledge sharing on employee service quality. Therefore, a moderated mediation of employee service quality was found in examining the relationship between knowledge sharing and customer satisfaction.

This study's findings direct hotel knowledge management and marketing strategies to attract international customers. The study provides hotel managers with directions to increase customer satisfaction to create a competitive advantage in international marketing strategies.

This study's distinctive contribution lies in examining the phenomenon of employee service quality at the intersection of knowledge sharing and customer satisfaction and the use of AI systems from an emerging market context. Furthermore, the moderation role of AI quality has rarely been explored.

Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, the president of the Juran Institute, noted recently that, “All around the world companies are waking up to ‘quality’. Everyone is touting quality. Many are attempting it. Some organizations have gotten enviable results by using the concepts of ‘managing for quality’ dramatically to lower their costs, increase their profits and become more competitive in an increasingly competitive market. For these winners, quality has become an integral part of their business strategy”.

Despite many efforts within organizations toward business process orientation (BPO), research on real-world experiences remains in its infancy. The purpose of this paper is to redress the existing knowledge gap by analyzing a Swedish public housing company that has made notable effects regarding BPO and to explore lessons learned from the BPO journey (from 1998 to 2013).

The point of departure is principles in the BPO foundation, principles of successful BPM and effects in empirically based literature. The reconstruction of the narrative case study describes milestones and critical junctions, as well as effects based on quantitative and qualitative data.

Effects in BPO are demonstrated in terms of higher customer satisfaction, increased innovative ability, improved operational performance, higher employee satisfaction and, as a result of these, increased profitability. Theoretical constructs with implications for the theory building on BPO are suggested in a three-layer management framework – with capabilities and abilities emerging from the case study used as an illustrative example.

Lessons are learned regarding critical practices related to advancement in BPO. A strategy-building process based on eight design propositions is suggested to define the pre-conditions for BPO in an organization.

This is the first longitudinal case study to provide a comprehensive view and detailed insights of a BPO journey and top management performance toward a business process-oriented organization. Practitioners and BPM community get valuable insights into how the temporality and the context shape the BPO maturity process in terms of new organizational structure and roles during the journey.

This paper aims to integrate the knowledge management and marketing literatures to examine the relationships between knowledge management (KM) practices during a service exchange and customers' satisfaction and behavioral intentions.

Data were collected in an experimental setting using video scenarios; hypotheses were tested using MANOVA and ANCOVA.

Results show that tacit rather than explicit KM practices used by service providers have a greater influence on customer satisfaction and behavioral intentions. The mediating effects of perceived control and fairness on the relationship between KM practices and customer satisfaction are also found.

This paper extends research in the area of knowledge management, customer relationship management and services management, and suggests future theoretical and methodological research directions. Although the sample is representative of the population, no claims are made to generalize the findings of the study to the broader population.

Managers need to understand the value of knowledge management in service encounters and specifically focus on the tacit knowledge that front‐line workers possess. Managers need to install organizational systems that encourage front‐line workers to develop and use tacit knowledge in service encounters.

The impact of knowledge management practices on consumer evaluations of service has received less research attention. No prior studies have investigated the influence of KM practices in a service encounter context. This paper focuses on the influence of two fundamental knowledge management components, namely tacit and explicit knowledge, on consumer reactions.

That someone can make us feel good is a quality in itself. There has been much talk within British government circles, for example, about “the feelgood” factor, which is constantly reminding us that it is just around the corner! Whether or not we can believe in this is another matter but it certainly displays an awareness that making other people feel good can also have positive benefits for ourselves. How this can be achieved will differ depending on our particular line of business. Having a good‐quality product does not in itself guarantee success as service quality must also be taken into account. This is where the feel‐good factor comes into play. It is all very well, for example, going to a restaurant to have a top‐class meal (in that the food was good), only to have it thrown at you. Quality, therefore, must not be seen as a separate entity, but more as a package deal. Service quality is important if you wish to retain your customer base as acquiring new customers can be both time‐consuming and costly. It quite often takes very little apart from good manners to keep customer loyalty as in the case of the restaurant. Other factors can, however, start creeping into the framework such as efficiency, timeliness and good communication. Is there, for example, a time limit on how long you can reasonably be expected to wait for your meal before it arrives at the table, and if there is a delay is this communicated to you? In other words, we all have expectations as to what is acceptable and what is not. The clever part is for the organization to learn by what criteria the customer judges its service quality performance.

Unlike previous studies which emphasize market oriented performance from the perspective of firms or customers, but mainly internally, the paper proposes that firms should prioritize customer‐focused performance defined totally externally from the perspective of targeted customers, which are the fundamental drivers of purchasing or repurchasing behaviors of customers and consequently the key to successful competition in the customer‐centered era. Then, the role of customer‐focused performance in the overall business performance system is examined. After the components and dynamics of customer‐focused performance are analyzed, much attention is given to its key determinants in perspective of a resource‐based view, which aims mainly at bridging the current gaps between strategic management and service management. In addition, important propositions are presented and future implications are discussed.

This study aims to examine the relationship between green technology implementation (GTI), knowledge management (KM) process and knowledge workers' operational performance (KWOP). The research postulates that a specific combination of GTI and KM processes can lead to improving KWOP.

The sample data (304) were taken from those manufacturing firms that are utilizing green technology. The examination was conducted by Smart PLS-SEM and fuzzy set qualitative comparative analysis (fsQCA). The Smart PLS 3.29 is used to verify certain variable relationships. Moreover, fsQCA is used to investigate multiple configuration paths to enhance KWOP.

The study's outcome indicated that GTI positively influences the KM process in manufacturing firms, and the KM process enormously improves KWOP. The fsQCA analysis result explores various integrations (communication, collaboration, supporting role and improved performance) with the KM (acquisition, sharing and utilization) process identified to enhance the performance of KWOP. The current study supports two merging methods to deepen understanding of employee operational performance.

The study methodologically contributes by integrating direct and configuration approaches to develop firms' operational performance. This study contributes to bridging research gaps in the prior literature and advances insight into the association between GTI, KM process and KWOP.

Drawing on the knowledge-based view, the purpose of this paper is to investigate the interrelationship between Knowledge Management (KM) processes, Knowledge Worker Satisfaction (KWS) and Organizational Performance (OP). Additionally, the study further seeks to identify the combinations of KM processes and KWS dimensions that can lead to enhanced OP.

Data were collected from 248 academics and administration employees of Higher Education Institutions (HEIs). The relationships were tested using SmartPLS 3.2.7. The study also employed fuzzy set Qualitative Comparative Analysis (fsQCA) for examining configurational paths.

The results of the study revealed that KM processes significantly affect KWS and KWS enhances OP in HEIs. Based on fsQCA, the results revealed multiple configurational paths to improved OP.

There is significant lack of research that ascertains the inter-relationship between KM processes, KWS, and OP. This is one of the initial studies that examines the relationship of KM processes, KWS, and OP in HEI’s. From a methodological perspective, the study contributes by combining symmetric and asymmetric statistical tools in KM literature. fsQCA helps to understand the interactions that might not be immediately obvious through traditional symmetric methods.