Managing Service Quality: An International Journal: Volume 8 Issue 4

A case of no return(s)

James J. Kirk, Diana Buckner

Organizations need constructive interventions for resolving disputes in the workplace. Mediation is one possible intervention. This real‐life case study and an accompanying…

Quality assuring professional practices: a case example from a cancer treatment center

John Peters, George Sandison

Discusses service quality as applied to professional practice, focusing on the radiotherapy department of a cancer hospital. Differentiates professional and managerial issues in…

Quality improvement efforts at St Mary’s Hospital: a case study

Donald Klein, Jaideep Motwani, Beth Cole

In recent years, there has been significant interest in the application of continuous quality improvement (CQI) into health care organizations. This paper reports the findings of…

Developing a process model for standard setting in local government services

Carol Brennan, Alex Douglas

This paper sets out a process model for standard setting in local government services. It aims to show how service providers can generate standards which are more relevant to…

A practical path to customer loyalty

Phil Bowden

Describes, utilising practical examples/results, how Nortel Wireless Networks initially recognised the need to enhance the existing emphasis on purely customer satisfaction to…

Connecting internal management systems in service organizations

Stanislav Karapetrovic, Walter Willborn

Competing in the global economy demands of service companies to establish well‐designed and implemented internal management systems, according to internationally accepted…

Ontogogy: creatig a growth‐oriented learning environment

Oscar G. Mink

Learning organizations are one of many current buzz words used by persons concerned with the demands faced by all for change ‐ both radical and transformative change and…

Part‐time employees in food retailing

Sue Browell, Rebecca Ivers

This article considers the reasons why food retailers currently employ predominantly part‐time staff from the employers’ perspective based on both primary and secondary research…