Quality management in service firms: sustaining structures of total quality service

Abstract

Purpose

Proposes developing a conceptual model that can be used in understanding the relationships between sustaining structures that support the total quality service (TQS) philosophy and customer satisfaction.

Design/methodology/approach

Integrating the SERVQUAL instrument and other work in the service quality literature, especially the Deming management model, this paper develops a model for understanding the interactions between customer satisfaction and sustaining structures.

Findings

This conceptual paper develops three constructs: leadership, organizational culture and employee commitment, which are very important in achieving total quality service objectives. The proposed model links these three constructs with business processes and total quality service.

Research limitations/ implications

It is not an empirical investigation of customer satisfaction and sustaining structures. The paper does not review in detail the impact of the three constructs on business processes. A researcher who plans to do a customer satisfaction study could benefit from the proposed model as it will provide valuable insights about the interactions between customer satisfaction and sustaining structures.

Originality/value

This paper provides an important conceptual framework for evaluating the relationships between customer satisfaction and sustaining structures.

Citation

Gupta, A., McDaniel, J.C. and Kanthi Herath, S. (2005), "Quality management in service firms: sustaining structures of total quality service", Managing Service Quality: An International Journal, Vol. 15 No. 4, pp. 389-402. https://doi.org/10.1108/09604520510606853