Communications of the ACM - Services science
A research manifesto for services science
Communications of the ACM - Services science
Understanding service sector innovation
Communications of the ACM - Services science
What academic research tells us about service
Communications of the ACM - Services science
Semantics to energize the full services spectrum
Communications of the ACM - Services science
Resource planning for business services
Communications of the ACM - Services science
Communications of the ACM - Services science
The evolution and discovery of services science in business schools
Communications of the ACM - Services science
Service systems, service scientists, SSME, and innovation
Communications of the ACM - Services science
The Clarion Call for modern services: China, Japan, Europe, and the U.S.
Communications of the ACM - Services science
Marketing Models of Service and Relationships
Marketing Science
A behavioral theory of insider-threat risks: A system dynamics approach
ACM Transactions on Modeling and Computer Simulation (TOMACS)
A service science perspective for interfaces of online service applications
Proceedings of the VIII Brazilian Symposium on Human Factors in Computing Systems
Aplicando conceitos e técnicas de serviços em IHC
Proceedings of the VIII Brazilian Symposium on Human Factors in Computing Systems
Constructing business simulations with service patterns
Proceedings of the 40th Conference on Winter Simulation
Quality--Speed Conundrum: Trade-offs in Customer-Intensive Services
Management Science
The Labor Illusion: How Operational Transparency Increases Perceived Value
Management Science
An Interdisciplinary Perspective on IT Services Management and Service Science
Journal of Management Information Systems
Manufacturing & Service Operations Management
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The erosion of service quality throughout the economy is a frequent concern in the popular press. The American Customer Satisfaction Index for services fell in 2000 to 69.4%, down 5 percentage points from 1994. We hypothesize that the characteristics of services--inseparability, intangibility, and labor intensity--interact with management practices to bias service providers toward reducing the level of service they deliver, often locking entire industries into a vicious cycle of eroding service standards. To explore this proposition we develop a formal model that integrates the structural elements of service delivery. We use econometric estimation, interviews, observations, and archival data to calibrate the model for a consumer-lending service center in a major bank in the United Kingdom. We find that temporary imbalances between service capacity and demand interact with decision rules for effort allocation, capacity management, overtime, and quality aspirations to yield permanent erosion of the service standards and loss of revenue. We explore policies to improve performance and implications for organizational design in the service sector.