Centralization as a design consideration for the management of call centers

Authors:
Marco Adria;Shamsud D. Chowdhury
Affiliations:
Facuity of Extension, 210-C University Extension Centre, University of Alberta, Edmonton, Alta., Canada T6G 2T4;School of Business Administration, Dalhousie University, 6152 Coburg Road, Halifax, NS, Canada B3H 3J5
Venue:
Information and Management
Year:
2004

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Abstract

A call center and its associated information technology (IT) provide an opportunity to redesign and improve service-delivery operations. Managers at all levels should understand the role of organizational design as call centers are established or expanded, in particular the relative centralization (distribution of authority) associated with delivering services to customers. This article argues that centralization moderates and influences the organization's efforts to improve customer service through the implementation of the call center and its IT. If managers fall to capitalize on the particular way that centralization moderates between IT and competitive strategy, the organization may not enjoy an important benefit of the call center, which is competitive advantage through increased efficiency and improved customer service. Based on survey responses from 68 call-center managers, the authors found that both centralization and decentralization are associated with call-center service operations. While the call center provides managers with the ability to influence decision-making (centralization), there are also opportunities for agents in the call center to exercise authority in managing the organization's communications with customers (decentralization). Implications for organizational practice are considered.