Managing Service Quality: An International Journal: Volume 6 Issue 6
Table of contents
Becoming a customer‐driven organization: three key questions
Feargal QuinnDraws on the author’s own experiences as managing director of the Irish supermarket chain, Superquinn, highlighting the “boomerang” principle of bringing the customer back…
Organizational change at Volvo ‐ from the customer perspective
R. Kirk Kramer, Patrick MinaOutlines, in the form of an interview, a re‐ engineering programme undertaken at Volvo to improve new car sales and delivery practices. Briefly states the extent of the problem…
The self‐assessment process at 1994 Euro quality winner, Ericsson SA
José Manuel CangasDescribes Ericsson’s quality programme and sets out the quality policy and strategy which were integrated into the quality manual. Details the operations system and total quality…
Quality assurance versus the organizational goal ‐ an NHS perspective
Margaret P. CollingwoodDemonstrates that the quality assurance systems and audit techniques presently being applied throughout the NHS have displaced or succeeded the original goals of the service while…
SERVQUAL and the Northern Ireland hotel sector: a comparative analysis ‐ part 1
Olive Gabbie, Martin A. O’NeillForms the first part of a two‐part investigation, exploring the relationship between quality service and customer expectations in the Northern Ireland hotel industry. Notes that…
How ethnicity influences service expectations ‐ a Canadian perspective
Kim Snow, Henry Bartel, Tony CullenObserves the changing demographics in all markets with increased heterogeneity owing to the mass movement of cultures to different countries. Suggests that this necessitates…
Effective performance management ‐ the teamwork approach considered
Hadyn Ingram, Brenda McDonnellExplores way in which firms can improve service performance through people. Analyses the nature and characteristics of teamworking and ways in which performance can be measured…
The theory of constraints in practice ‐ at Quality Engineering, Inc.
Jaideep Motwani, Kathleen VogelsangApplies theory of constraints principles in a five‐step focusing process in a US engineering firm, OMM Engineering, to assist in improving the overall productivity of the survey…
Principles of business process management
Colin ArmisteadLooks at the problems organizations face in moving from a functionally‐based structure to one that is business process‐based. Notes the drivers that demand change, such as the…