Search results

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The authors make a clear statement about the connection between quality customer care, the importance of a service recovery strategy and the profitability of an organization.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This paper seeks to examine the effectiveness of internal processes of service quality recovery for an international airline.

An action research methodology was adopted. The research involved: a review of available service quality literature; the identification of causes of failure/errors within the host company; the development of key lessons and management guidelines.

It is argued that, for service recovery to be effective, it must be external (to the customer) as well as internal (to the organisation). The need to incorporate employees and not overlook their significance, power and influence on the delivery of quality service is highlighted. Through comparison with another airline the findings re‐assert that service quality excellence can only be achieved through employee satisfaction, commitment and loyalty as a result of senior management commitment, focus and drive.

The methodology applied was appropriate, generating data to facilitate discussion and from which to draw specific conclusions. A perceived limitation is the single case approach; however, Remenyi argues that this can be enough to add to the body of knowledge. For further investigation, there is an ongoing opportunity for future research in the area of service quality, failure and recovery, as well as the service quality gaps within the airline.

Key lessons and management guidelines for improving service quality are presented.

The paper describes how an international airline has tangible service quality failure and recovery systems in place, but fails to capitalise on the data and information generated.