Service Customization Through Employee Adaptiveness

By K. Gwinner, Mary Jo Bitner, Stephen W. Brown, Ajith Kumar. 2005

432 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/cf3bc63c7940a40522bfc1dc2fb79dcdb204fa7a

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Collaborative networked organisations and customer communities: value co-creation and co-innovation in the networking era (2011, background): “…customisation task through an interpersonal interaction with the customer, that on technology which just represents a tool that helps to facilitate a communication channel during the process of service customisation (Gwinner et al. 2005; e.g. Contact Centre Dialogue, CEMEX, FEDEX Tracking Systems).”
On the Role of Empathy in Customer-Employee Interactions (2012, background): “The more accurately frontline employees sense how a customer receives the service, the more precisely they can react to these perceptions and target their interaction behavior to customer expectations (Bettencourt and Gwinner 1996; Gwinner et al. 2005).”
The road to customer loyalty paved with service customization (2016, methodology): “Items were generated from existing research (Gwinner et al., 2005; Roman& Iacobucci, 2010) and by content analyzing textual statements of positive customer experiences with FLEs (n= 119).”
Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. (2009, methodology): “83) of extrinsic rewards for performance, were measured with items answered by employees adapted from Gwinner et al. (2005); then, the extrinsic motivation score (EM) was calculated by standardizing the score of”
Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships. (2007, background): “Superior service performance provides relational benefits of trust, confidence, social bonds, and personal recognition to customers and thus increases customers’ commitment to a long-term service relationship (e.g., Gwinner et al., 1998, 2005).”
Technology transfer organizations: Services and business models (2013, background): “Are working relationships forged between KTTOs and their clients? Do KTTOs and their clients forge very close working relationships, practically like if they were in the same work group? Conversely, at the other extreme of the continuum, do KTTOs and their clients forge very distant working relation”
A Review of Personality Research in the Tourism and Hospitality Context (2010, background): “An individual employee's job satisfaction can be affected by his/her creativity, and those who are creative tend to have a broad range of interests, tolerate ambiguity and aestheticism ( Horng & Lee, 2006 ; Robinson, 2005 ), and provide better service customization ( Gwinner, Bitner, Brown, & Kumar”
Restaurant Servicescape, Service Encounter, and Perceived Congruency on Customers' Emotions and Satisfaction (2010, background): “The behaviors of frontline service providers are crucial to customer evaluations of a service (eg, Hartline, Maxham, & McKee, 2000 ; Gwinner, Bitner, Brown, & Kumar, 2005 ).”