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The purpose of this paper is to investigate the pros and cons of service standardization (vs customization) from the consumer’s perspective, the key factors influencing consumers’ preference for standardized (vs customized) services and the outcomes of service standardization (vs customization).

The authors conducted a qualitative study and two behavioral experiments to test the hypotheses.

The authors find that the advantages of service customization include greater perceived control and higher consumer satisfaction. The drawbacks of service customization include greater perceived risk. These findings also suggest that consumers’ preference for standardized (vs customized) service depends on their consumption goal. Specifically, consumers with a hedonic goal tend to prefer customized services, while those with a utilitarian goal tend to prefer standardized services. These effects are moderated by their need for uniqueness.

The qualitative and experimental studies in this research reveal the antecedents (utilitarian vs hedonic goal) on consumer preference for service standardization versus customization, as well as the consequences in terms of perceived risk, consumer satisfaction and perceived control. The experimental studies were conducted with Chinese and American consumers, respectively, which lend credence to the robustness of the findings.

Results of the present research provide new insights into service standardization versus customization and have significant practical implications. In particular, service organizations should consider designing the appropriate service mode based on consumers’ characteristics, particularly their consumption goals and their need for uniqueness. If the customers focus on efficiency and functionality, the organization should try to provide standardized services. In contrast, for customers who are seeking fun and a novel experience, the service firm should try to tailor to their hedonic needs.

While previous research identifies “heterogeneity” as a key characteristic of services in general, the present findings qualify this received wisdom. In particular, the authors show that consumers’ preference for service standardization versus customization is a function of their consumption goal and need for uniqueness. Thus, the present findings refine the current understanding of service heterogeneity, which makes a significant contribution to the services marketing literature.

This study aims to explore the relationship between job standardization and employee innovative behavior, as well as the mediating and moderating effects of employee psychological empowerment. Little research has been focused on the conflicting concepts of job standardization and employee innovative behavior.

Respondents chosen from frontline services in tourist hotels in Taiwan were used to examine the mediating and moderating roles of psychological empowerment on the established relationships between job standardization and employee innovative behavior. The results were analyzed using hierarchical regression models.

The results show that job standardization had a negative effect on employee innovative behavior. In addition, employee psychological empowerment mediated the effect of job standardization on innovative behavior. Subsequently, employee psychological empowerment played a buffering role and moderated the job standardization–innovative behavior relationship.

Hotel management needs to use both training and work process review to help employees innovate while still understanding the meaning of their work, enhancing self-efficacy, self-determination and the impact of decision-making.

This study gives both theoretical and empirical evidence to clarify the effect of psychological empowerment on the importance of job standardization and innovative behavior in organizations. This is the only study that has investigated this topic in the hospitality field and therefore makes significant strides in understanding the impact of psychological empowerment on hotel employees’ innovative behavior.

This study aims to investigate service modularization in a manufacturing firm, identifies service modularization processes and examines how these processes change the service module characteristics.

The study is based on a longitudinal case study (2008-2017) of a manufacturing firm. The development of six service modules was analyzed using data from interviews with key informants, informal meetings and internal documentation.

This study suggests five service modularization processes, and that service module characteristics, such as standardization and interconnectedness, change in different ways depending on the service modularization processes used. It further identifies two service modularization routes that each combine the service modularization processes in unique ways with replication as a key process to improve both standardization and customization.

This study elaborates a framework for service modularization, which can serve as a guideline for developing service modules. It also highlights the differences between product and service modularization, suggesting that the role of service module characteristics such as standardization and customization is specific for services.

This longitudinal case study (2008-2017) provides empirical evidence on service modularization and extends existing knowledge on service modularization processes and how they influence service module characteristics.

The purpose of this study is to analyze how adaptation/standardization, trust and network development are achieved when marketing services in a culturally distant country through handling the problems of intangibility and heterogeneity.

Qualitative data are collected in the form of unstructured interviews and direct observation to conduct a single case study on Gamma Knife.

Adaptation/standardization plays the central role in internationalization of services marketing. For service development and quality maintenance, values and ideas of the foreign company dominate the adaptation (i.e. standardization), while market‐related adaptation is carried out in response to local culture and practices.

The research is based on a single case. Future research can involve similar in‐depth study examining how internationalization of services works in culturally distant countries, the results of which can be compared with the current study.

In international services marketing, in addition to meeting formal and official requirements, managers must concentrate on building trust and informal contacts.

The research uses an empirical illustration to provide a model on internationalization of services marketing based on adaptation/standardization, trust and network, to overcome intangibility‐ and heterogeneity‐related difficulties.

This paper is based on the empirical study of human resources and service work and its purpose is to reveal that the international hotel industry is becoming more standardized. The argument presented here is that progressive standardization within customized service production is paradoxical. The aim here is to discuss the paradox and in so doing, to highlight the fact that control, predictability and risk minimization are just as important to hotel operations as customized service.

The data, in the form of qualitative interviews conducted in five European capital cities, are drawn from international first class hotel groups. Three international hotel groups are represented, and four hotels have been picked out from each group. In addition to the hotel‐based interviews, head office interviews with the three hotel group directors of human resources were undertaken.

Attempts to standardize service production are popular due to the unpredictable character of service operations. The traditional view – as reflected in the service management literature, is that service should be customized in order to satisfy customers. It seems paradoxical to strive for standardization and customization at the same time and the findings show that customized service is seldom found in practice.

The data reveal the divide in the discourse between academia and practice on standardization versus customization.

While service scholars see modularisation as balancing the efficiency of standardisation with the value added through customisation the relationships between these concepts are under-theorised. In addition, although information and communication technologies can facilitate all three service strategies, the degree to which they codify service knowledge is not explicitly considered in the extant literature. The purpose of this paper is to develop and validate a model that examines service strategy trajectories by specifically considering the ICTs used and the degree of knowledge codification employed.

This study draws on three qualitative case studies of service departments of firms involved in cardiovascular applications, orthopaedic, spinal and neuroscience product development and information technology support. Data collection involved semi-structured interviews, document analysis and non-participant observation.

Findings show that ICTs were increasingly used to codify both standardised and customised services, though in different ways. For standardised services ICTs codified the service process, making them even more rigid. Due to the dynamic nature of customised services, drawing on experts' tacit knowledge, ICTs codified the possessors of knowledge rather than the service process they undertook. This study also identified a duality between the tacit development of customised services and modular service codification.

The model is validated using case studies from three companies in the medical and information technology sectors limiting its generalisability.

The importance of considering the degree of tacitness or explicitness of service knowledge is important for service codification. The paper provides managers with empirical examples of how ICTs are used to support all three strategies, allows them to identify their current position and indicates possible future trajectories.

The papers main contribution is the development of a model that integrates the literature on service strategies with knowledge management strategies to classify service standardisation, customisation and modularisation in terms of both service orientation and degree of ICT codification.

The debate about global integration (standardisation) versus responsiveness (adaptation) has recently been supplemented with perspectives that emphasise regionalisation. And while the discussion has also been extended from manufacturing to services, there are specific sectors and emergent topics that have not yet received much attention. The purpose of this paper is to explore how accounting firms (The Big Four) and particularly their sustainability services fit in the globalisation/regionalisation/localisation spectrum, and appear to standardise or adapt in key countries in various regions around the world.

Examined are the Big Four accounting firms in general, and their sustainability services in 15 countries in five regions and globally, as presented on their respective web sites.

While overall the Big Four are somewhere between globalisation and bi‐regionalisation, the traditional independent member firm structure appears to prevail in service offerings, as sustainability services do not exhibit standardisation and there are hardly signs of regionalisation/globalisation. This seems to result from special characteristics of services, such as inseparability of production and consumption, and local requirements regarding sustainability.

This exploratory study can be a starting point for further in‐depth analyses into sustainability and/or services sector(s), and the way in which they figure in current realities of international business.

The paper gives insight into the variety of sustainability services around the world, as well as the way in which the accounting firms have dealt with global issues that also have local dimensions.

The paper sheds light on a topic in a sector so far unexplored in the globalisation/regionalisation debate, bringing new dimensions and perspectives to it.

The purpose of the paper is to introduce standardization as a neutral arena for open innovation. The aim is to show that different policies towards open membership in standardization initiatives lead to different open innovation processes.

Two cases are used to illustrate the differences in open innovation processes. The cases are the Android mobile operating system and the service platform developed by the Open Mobile Alliance. The core process types introduced by Gassmann and Enkel are used to show the different open innovation approaches.

Both cases use open innovation to create standards. Open membership leads to a coupled process, while a more restricted membership gives separate inside‐out and outside‐in processes. The case lead by established firms in the industry has a process where radical innovations are introduced early in the process, while the case lead by newcomers has a process where radical innovations are introduced late in the process. The two cases have different approaches towards commercialization of the products. Android relies on third‐party developers, while the Open Mobile Alliance relies on their own members.

The cases are from the telecommunication sector and based on standardization of large technical platforms. The findings might not be the same for other sectors.

The paper establishes open innovation as a neutral arena for open innovation outside the domain of any single firm. It shows how the openness towards membership influences the choice of open innovation processes.

Prior studies on product standardization–adaptation in multinational corporations (MNCs) have revealed environmental factors that can influence the choices of MNCs. However, these studies have not shown how these choices are made behind the scenes in new product development (NPD). In many industries, MNCs face the dual pressures for product standardization and adaptation from the environment. This study aims to explore how MNCs facing dual pressures can make choices of product standardization–adaptation in NPD.

A qualitative case study of four high-performing MNCs was conducted. The four MNCs were selected using the theoretical sampling approach. Data were collected, mainly through 74 semi-structured interviews. Coding was conducted and four aggregate dimensions were generated.

This study reveals that choices of product standardization–adaptation are made through a process in MNCs’ NPD, including four steps – organizing for NPD, organizational diversity, cross-unit integration and combination of design practices. In addition, MNCs adopt different process variants to address different environmental pressures.

This research focuses on high-performing MNCs in manufacturing industries. Future research can explore different types of firms.

Managers in MNCs should focus more on the process of choices for product standardization–adaptation, than on the level of product standardization–adaptation. They should also keep monitoring the environmental pressure and employ experienced engineers.

By focusing on NPD, the authors shift the attention from product standardization–adaptation to product feature standardization–adaptation in MNCs, which is a fresh and refined perspective. The authors show a process in NPD composed of activities and mechanisms that managers might use for handling product standardization–adaptation challenges in MNCs. The authors contribute to the area of cross-unit integration in MNCs’ NPD by revealing mental mechanisms for mitigating tensions in cross-unit interactions.

The paper aims to analyze the relationships between standardization and creativity in the process of service innovation in knowledge‐intensive business services (KIBS), specifically in those specialized in highly creative outputs (KIBS in design and communication). Studies on knowledge management and on service management emphasize the opportunity to gain efficiency through a standardization of services and organizational processes. However, creative activities are characterized by informality and difficulty to be standardized.

The study adopts a qualitative research approach. Two case studies of medium‐size KIBS specialized in design and communication, localized in Bangalore (India) and in Treviso (Italy) are developed to identify how KIBS approach knowledge management both internally and externally and how firms structure the innovation process.

KIBS can use a suitable knowledge management strategy to balance creative outputs with standardization based on a working method. Standardization can refer to the way the creative effort is organized and managed internally through appropriate organizational processes, with the approach confirmed empirically.

Main limitations are related to the case study and the industry selected. The authors acknowledge the need to compare firms belonging to other industries to strengthen the results.

From a theoretical point of view the paper enriches the research framework concerning knowledge management in services by exploring the relationship between standardization and creativity. From an empirical point of view, the research is able to deepen understanding on the KIBS knowledge management strategies and their impacts on processes of service provision and innovation.