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International Journal of Quality & Reliability Management Service quality models: a review Nitin Seth, S.G. Deshmukh, Prem Vrat,

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Article information: To cite this document: Nitin Seth, S.G. Deshmukh, Prem Vrat, (2005) "Service quality models: a review", International Journal of Quality & Reliability Management, Vol. 22 Issue: 9, pp.913-949, https:// doi.org/10.1108/02656710510625211 Permanent link to this document: https://doi.org/10.1108/02656710510625211 Downloaded on: 22 July 2018, At: 01:55 (PT) References: this document contains references to 56 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 35760 times since 2006*

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Service quality models: a review

Service quality models

Nitin Seth and S.G. Deshmukh Indian Institute of Technology, New Delhi, India, and

Prem Vrat Indian Institute of Technology, Roorkee, India

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Abstract

913 Received January 2004 Revised July 2004

Purpose – The main objective of this paper is to critically appraise various service quality models and identify issues for future research based on the critical analysis of literature. Design/methodology/approach – The paper critically examines 19 different service quality models reported in the literature. The critical review of the different service quality models is intended to derive linkage between them, and highlight the area for further research. Findings – The review of various service quality model revealed that the service quality outcome and measurement is dependent on type of service setting, situation, time, need etc factors. In addition to this even the customer’s expectations towards particular services are also changing with respect to factors like time, increase in the number of encounters with a particular service, competitive environment, etc. This paper provides a rich agenda for future research in the subject. Research limitations/implications – This research developed a linkage between the different service quality models. Practical implications – The growth of literature in the field of service quality seems to have developed sequentially, providing a continuous updating and learning from the findings/observations of predecessors. This paper provides new directions to service quality researchers. Originality/value – This paper explores new directions in service quality research and offers practical help to researchers and practitioners in providing a direction for service quality improvement. Keywords Customer satisfaction, SERVQUAL, Communication technologies, Service delivery, Service levels, Customer services quality Paper type Literature review

Introduction During the past few decades service quality has become a major area of attention to practitioners, managers and researchers owing to its strong impact on business performance, lower costs, customer satisfaction, customer loyalty and profitability (Leonard and Sasser, 1982; Cronin and Taylor, 1992; Gammie, 1992; Hallowell, 1996; Chang and Chen, 1998; Gummesson, 1998; Lasser et al., 2000; Silvestro and Cross, 2000; Newman, 2001; Sureshchander et al., 2002; Guru, 2003 etc.). There has been a continued research on the definition, modeling, measurement, data collection procedure, data analysis etc., issues of service quality, leading to development of sound base for the researchers. This documented knowledge base through several studies on the subject can be of great use to researchers and practitioners in providing a direction on how to explore/modify the existing service quality concepts with the changing world scenario (shift from conventional personalized services to web enabled services). For an organization to gain competitive advantage it must use technology to gather information on market demands and exchange it between organizations for the

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purpose of enhancing the service quality. Researchers and managers thrive for learning details about components of service quality in their organization of obvious reasons of customer satisfaction, increased profitability etc. In this context model gains specific importance as it not only help in learning the factors associated with it but also will provide a direction for improvements. A conceptual model attempts to show the relationships that exist between salient variables. (Ghobadian et al., 1994). It is a simplified description of the actual situations. It is envisaged that conceptual models in service quality enable management to identify quality problems and thus help in planning for the launch of a quality improvement program thereby improving the efficiency, profitability and overall performance. This paper makes an attempt to study various service quality models covering the aspects of conventional services to web interacted services. The primary aim of these models is to enable the management to understand and enhance the quality of the organization and its offering. Nineteen conceptual service quality models reported during the period (1984-2003) are reviewed in this paper. Each of them is representative of a different point of view about services. The organization of this paper is as follows: initially after highlighting the need for the present study, a generalized framework of the study is presented. This is followed by a brief discussion of the models and a critical appraisal of the same. Finally the agenda for future research is spelt out. Need for present study Today globalization and liberalization are affecting economies of not only developing but also developed countries. The focus areas for organizations are also changing from profit maximization to maximizing profits through increased customer satisfaction. The pressures of competition are forcing the organizations to not only look on the processes but also on the way they are delivered. During past two decades business scenario has changed drastically. Some of the key changes that have taken place in the business are: . Horizontal business processes replacing vertical functional approach. . Greater sharing of information with all connected links and customers. . Greater emphasis on organizational and process flexibility. . Necessity to coordinate processes across many sites. . Employee empowerment and the need for rules-based real time decision support systems. . Competitive pressure to introduce new service/products more quickly. . Integrated customer driven processes. . Quick response to customers needs. . Worldwide relationships between various trade partners, suppliers etc. . Easily accessible information through internet. . Flexible and efficient service/product customization. Owing to the factors like opening up of markets, increase in use of IT, increased customer knowledge and awareness etc., it becomes a must to deliver the services

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better then its competitor at agreed price. In this context, the subject of service quality needs a fresh understanding in the current business scenario. This study can help to identify the research gaps and thus attempts to provide benefits to practicing managers and researchers.

Service quality models

Framework for study The subject of service quality is very rich in context of definitions, models and measurement issue. Several researchers explored the subjects with varying perspectives and using different methodologies. The following factors seem to be suitable for comparative evaluations of the models: . Identification of factors affecting service quality. . Suitability for variety of services in consideration. . Flexibility to account for changing nature of customers perceptions. . Directions for improvement in service quality. . Suitability to develop a link for measurement of customer satisfaction. . Diagnosing the needs for training and education of employees. . Flexible enough for modifications as per the changes in the environment/conditions. . Suggests suitable measures for improvements of service quality both upstream and down stream the organization in focus. . Identifies future needs (infrastructure, resources) and thus provide help in planning. . Accommodates use of IT in services. . Capability to be used as a tool for benchmarking.

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With these issues as focus this present study is undertaken to understand the service quality models in the above light. Service quality models The present study is an attempt to review 19 service models in the light of the changed business scenario and analyze the models for the suitability/need for modification in the current context. The models are presented using a standard structure, i.e. covering brief discussion and the major observations on the models. The next section covers the evaluation of these models for above parameters. The brief discussions on the models are as under: SQ1. Technical and functional quality model (Gro¨nroos, 1984) A firm in order to compete successfully must have an understanding of consumer perception of the quality and the way service quality is influenced. Managing perceived service quality means that the firm has to match the expected service and perceived service to each other so that consumer satisfaction is achieved. The author identified three components of service quality, namely: technical quality; functional quality; and image (see Figure 1):

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Figure 1. Service quality model

(1) Technical quality is the quality of what consumer actually receives as a result of his/her interaction with the service firm and is important to him/her and to his/her evaluation of the quality of service. (2) Functional quality is how he/she gets the technical outcome. This is important to him and to his/her views of service he/she has received. (3) Image is very important to service firms and this can be expected to built up mainly by technical and functional quality of service including the other factors (tradition, ideology, word of mouth, pricing and public relations). SQ2: GAP model (Parasuraman et al., 1985) Parasuraman et al. (1985) proposed that service quality is a function of the differences between expectation and performance along the quality dimensions. They developed a service quality model (Figure 2) based on gap analysis. The various gaps visualized in the model are: Gap 1: Difference between consumers’ expectation and management’s perceptions of those expectations, i.e. not knowing what consumers expect. Gap 2: Difference between management’s perceptions of consumer’s expectations and service quality specifications, i.e. improper service-quality standards. Gap 3: Difference between service quality specifications and service actually delivered i.e. the service performance gap. Gap 4: Difference between service delivery and the communications to consumers about service delivery, i.e. whether promises match delivery?

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Figure 2. Gap analysis model

Gap 5: Difference between consumer’s expectation and perceived service. This gap depends on size and direction of the four gaps associated with the delivery of service quality on the marketer’s side. According to this model, the service quality is a function of perception and expectations and can be modeled as: SQ ¼ Skj¼1 ðP ij
E ij Þ where: SQ ¼ overall service quality; k ¼ number of attributes. Pij

¼ Performance perception of stimulus i with respect to attribute j.

Eij

¼ Service quality expectation for attribute j that is the relevant norm for stimulus i.

This exploratory research was refined with their subsequent scale named SERVQUAL for measuring customers’ perceptions of service quality. (Parasuraman et al., 1988). At this point the original ten dimensions of service quality collapsed in to five dimensions: reliability, responsiveness, tangibles, assurance (communication, competence, credibility, courtesy, and security) and empathy which capture access and understanding/knowing the customers. Later SERVQUAL was revised in 1991 by

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Figure 3. Extended model of service quality

replacing “should” word by “would” and in 1994 by reducing the total number of items to 21, but five dimensional structure remaining the same. In addition to this empirical research, the authors characterized and further delineated the four gaps identified in their research of 1985. This led to extended service quality model (Figure 3). According

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SQ3. Attribute service quality model (Haywood-Farmer, 1988) This model (Figure 4) states that a service organization has “high quality” if it meets customer preferences and expectations consistently. According to this, the separation of attributes into various groups is the first step towards the development of a service quality model. In general, services have three basic attributes: physical facilities and processes; people’s behaviour; and professional judgment. Each attribute consists of

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to this extended model most factors involve communication and control process implemented in organizations to manage employees.

Figure 4. Attribute service quality model

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several factors. In this model, each set of attributes forms an apex of the triangle as shown in Figure 4. Too much concentration on any one of these elements to the exclusion of other may be appropriate it may lead to disaster for e.g. too much emphasis on procedures may give an impression to the customer that he will be processed as per his sequence. The author tried to map different type of service settings as per degree of contact and interaction, degree of labour intensity and degree of service customization in to this model. For example services, which are low in terms of customers’ contact customization and labor intensity (utilities, transportation of goods etc.), are closer to physical facility and process attribute of the model. Thus, the model suggests that special care at this instant must be taken to make sure that equipment is reliable and easy for customer to use. SQ4. Synthesised model of service quality (Brogowicz et al., 1990) A service quality gap may exist even when a customer has not yet experienced the service but learned through word of mouth, advertising or through other media communications. Thus there is a need to incorporate potential customers’ perceptions of service quality offered as well as actual customers’ perceptions of service quality experienced. This model attempts to integrate traditional managerial framework, service design and operations and marketing activities.The purpose of this model is to identify the dimensions associated with service quality in a traditional managerial framework of planning, implementation and control. The synthesised model of service quality (Figure 5) considers three factors, viz. company image, external influences and traditional marketing activities as the factors influencing technical and functional quality expectations. SQ5. Performance only model (Cronin and Taylor, 1992) The authors investigated the conceptualization and measurement of service quality and its relationship with consumer satisfaction and purchase intentions. They compared computed difference scores with perception to conclude that perceptions only are better predictor of service quality. They argued on the framework of Parasuraman et al. (1985), with respect to conceptualization and measurement of service quality and developed performance only measurement of service quality called SERVPERF by illustrating that service quality is a form of consumer attitude and the performance only measure of service quality is an enhanced means of measuring service quality. They argued that SERVQUAL confounds satisfaction and attitude. They stated that service quality can be conceptualized as “similar to an attitude”, and can be operationalized by the adequacy-importance model. In particular, they maintained that Performance instead of “Performance-Expectation” determines service quality. Service quality is evaluated by perceptions only without expectations and without importance weights according to the formula: SQ ¼ Skj¼1 Pij where: SQ ¼ overall service quality; k

¼ the number of attributes;

Pij

¼ performance perception of stimulus i with respect to attribute j.

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Figure 5. Synthesised model of service quality

SQ6. Ideal value model of service quality (Mattsson, 1992) In majority of the studies on service quality “expectation is treated as belief about having desired attributes as the standard for evaluation”. However, this issue needs to be examined in the light of other standards such as experience based, ideal, minimum tolerable and desirable. The model argues for value approach to service quality, modeling it as an outcome of satisfaction process.

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This value-based model of service quality suggests the use of a perceived ideal standard against which the experience is compared. Figure 6 shows that implicit negative disconfirmation on a pre-conscious value level, is then hypothesized to determine satisfaction on a “higher” attitude level. This negative disconfirmation is the major determinant of consumer satisfaction, more attention should be given to cognitive processes by which consumers’ service concepts are formed and changed. SQ7. Evaluated performance and normed quality model (Teas, 1993) According to the author the conventional disconfirmation model has conceptual, theoretical and measurement problems. He pointed out that following issues in the measurement of service quality, i.e. SERVQUAL (Parasuraman et al., 1988) as: conceptual definition ambiguity; theoretical justification of expectations in the measurement of service quality; the usefulness of the probability specification in the evaluated performance (EP) measurement; and link between service quality and consumer satisfaction/dissatisfaction. The author proposed the following two frameworks for service quality. Evaluated performance (EP) framework: with the assumption that an individual evaluates object i with perceived certainty and that the object I has a constant amount of each attribute also with Minkowski space parameter equals to unity. The perceived quality is modeled as: Qi ¼ – 1½Sm j¼1 wj jðAjk – I j Þj where: Qi

¼ The individual’s perceived quality of object i.

wj

¼ Importance of attribute j as a determinant of perceived quality.

Aij ¼ Individual’s perceived amount of attribute j possessed by object i. Ij

¼ The ideal amount of attribute j as conceptualized in classical ideal point attitudinal models.

m

¼ Number of attributes.

With an assumption that perceived ability of the product to deliver satisfaction can be conceptualized as the product’s relative congruence with the consumer’s ideal product features. Normed quality model: if the object i is defined as the excellence norm that is the focus of revised SERVQUAL concept, the above equations can be used to define the perceived quality of excellence norm Qe in terms of the similarity between the excellence

Figure 6. Value and attitude in negative disconfirmation

norm and the ideal object with respect to “m” attributes. The quality of another object i, Qi relative to the quality of excellence norm then normed quality (NQ) is:
 NQ ¼ Qi 2 Qe

NQ ¼ Normed quality index for object i. Qe

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¼ The individual’s perceived quality of the excellence norm object.

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For infinite ideal points, normed quality is: Xm NQ ¼ w ðAij 2 Aej Þ j¼1 j Aej ¼ individual’s perceived amount of attribute “j” possessed by the excellence norm “e”. SQ8. IT alignment model (Berkley and Gupta, 1994) Investments in information technology (IT) sectors are generally aimed at productivity of efficiency gains with a little attention to improve customer service and long-run customer effectiveness. This model (Figure 7) links the service and the information strategies of the organization. It describes the use of IT for improving service quality through a number of case studies from variety of sectors (banking, courier, transportation, manufacturing and services industries).

Figure 7. IT alignment model

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This model describes in detail where IT had been used or could be used to improve specific service quality dimensions including reliability, responsiveness, competence, access, communications, security, understanding and knowing the customers. Through some case studies use of IT for quality control (collect customer data, monitor operations and facilitate service) is also demonstrated. According to the model (Figure 7), it is important that service quality and information system (IS) strategies must be tightly coordinated and aligned. The model explains the process of aligning service and aligning strategies.

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SQ9. Attribute and overall affect model (Dabholkar, 1996) The author proposed two alternative models of service quality for technology-based self-service options. Self-service is becoming popular day by day owing to high cost of labour in service deliveries. The attribute model (Figure 8(a)) is based on what consumers would expect from such option. It is based on cognitive approach to decision making, where consumers would use a compensatory process to evaluate attributes associated with the technology based self service option in order to form expectations of service quality. The overall affect model (Figure 8(b)) is based on the consumers’ feeling towards the use of technology. It is based on an affective approach to decision making where consumers would use overall predispositions to form expectation self-service quality for a technology-based self-service option. In both the models expected service quality would influence intentions to use technology-based self-service option.

Figure 8. (a) Attribute based model (b) Overall affect model

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SQ10. Model of perceived service quality and satisfaction (Spreng and Mackoy, 1996) This model (Figure 9) attempts to enhance the understanding of the constructs perceived service quality and consumer satisfaction. This model is modification to Oliver’s (1993) model. The model highlights the effect of expectations, perceived performance desires, desired congruency and expectation disconfirmation on overall service quality and customer satisfaction. These are measured through set of ten attributes of advising (convenience in making an appointment, friendliness of the staff, advisor listened to my questions, the advisor provided accurate information, the knowledge of the advisor, the advice was consistent, advisor helped in long-range planning, the advisor helped in choosing the right courses for career, advisor was interested in personal life, and the offices were professional).

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SQ11. PCP attribute model (Philip and Hazlett, 1997) The authors propose a model that takes the form of a hierarchical structure – based on three main classes of attributes – pivotal, core and peripheral. According to the model (Figure 10), every service consists of three, overlapping, areas where the vast majority of the dimensions and concepts which have thus far been used to define service quality. These ranked levels are defined as – pivotal (outputs), core and peripheral (jointly representing inputs and processes). The pivotal attributes, located at the core, are considered collectively to be the single most determining influence on why the consumer decided to approach a particular organization and exert the greatest influence on the satisfaction levels. They are defined as the “end product” or “output” from the service encounter; in other words,

Figure 9. Satisfaction-service quality model

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Figure 10. PCP attribute model

what the consumer expects to achieve and receive, perhaps even “take away, when the service process is duly completed. Core attributes, centered around the pivotal attributes, can best be described as the amalgamation of the people, processes and the service organizational structure through which consumers must interact and/or negotiate so that they can achieve/receive the pivotal attribute.

The third level of model focuses on the peripheral attributes which can be defined as the “incidental extras” or frills designed to add a “roundness” to the service encounter and make the whole experience for the consumer a complete delight. When a consumer makes an evaluation of any service encounter, he is satisfied if the pivotal attributes are achieved, but as the service is used more frequently the core and peripheral attributes may began to gain importance.

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927 SQ12. Retail service quality and perceived value model (Sweeney et al., 1997) The influence of service quality on value and willingness to buy in a specific service encounters through two alternative models. Value can be defined as a comparison between what consumers get and what they give, suggesting that value is a comparison of benefits and sacrifices. (Zeithaml et al., 1988). Value construct used in this model is “value for money”. Model 1: this model highlights that in addition to product quality and price perceptions, functional service quality and technical service quality perceptions both directly influence value perceptions. Model 2: this model highlights that in addition functional service quality perceptions directly influence consumers’ willingness to buy. Functional service quality perceptions also influence technical service quality perceptions, which in turn influence product quality perceptions and neither of the two directly influence value perceptions. On analysis, of modification indices for model 2 (being superior to model 1) it is possible to make significant improvement in this model (Figure 11) by allowing technical service quality to influence perceived value directly. SQ13. Service quality, customer value and customer satisfaction model (Oh, 1999) The author proposed an integrative model (Figure 12) of service quality, customer value and customer satisfaction. The proposed model focuses mainly on post purchase decision process. Arrows in the model indicate causal directions. The model incorporates key variables such as perceptions, service quality, consumer satisfaction, customer value and intentions to repurchase. Finally word of mouth communication intention is conceptualized as a direct, combined function of perceptions, value, satisfaction and repurchase intentions. The model provides evidence that customer value has a significant role in customer’s post-purchase decision-making process. It is an immediate antecedent to customer satisfaction and repurchase intentions. Results also indicate that perceived price has a negative influence on perceived customer value and no relationship with perceived service quality. SQ14. Antecedents and mediator model (Dabholkar et al., 2000) A comprehensive model of service quality is depicted in Figure 13, which includes an examination of its antecedents, consequences, and mediators to provide a deeper understanding of conceptual issues related to service quality. This model examines some conceptual issues in service quality as: the relevant factors related to service quality better conceived as components or antecedents and the relationship of customer satisfaction with behavioral intentions.

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Figure 11. Modified model

Figure 12. Model of service quality, customer value and customer satisfaction

SQ15. Internal service quality model (Frost and Kumar, 2000) The authors have developed an internal service quality model based on the concept of GAP model (Parasuraman et al., 1985). The model (Figure 14) evaluated the dimensions, and their relationships, that determine service quality among internal customers (front-line staff) and internal suppliers (support staff) within a large service organization. The internal gap 1 shows the difference in support staff’s perception (internal supplier) of front-line staff’s expectation (internal customers). Internal gap 2 is the significant difference between service quality specifications and the service actually

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Figure 13. Antecedents and mediator model

Figure 14. Internal service quality model

delivered resulting in an internal service performance gap. Internal gap 3 is the gap which focuses on the front-line staff (internal customers). The gap is based on the difference between front-line staff’s expectations and perceptions of support staff’s (internal supplier) service quality. SQ16. Internal service quality DEA model (Soteriou and Stavrinides, 2000) Service quality is an important factor that must be considered when assessing a bank branch performance. The branch may report high volume of products and services offered as well as profits, but lose its long-term advantage owing to eroding service quality. The authors presented a service quality model that can be used to provide directions to a bank branch for optimal utilization of its resources. The model does not aim to develop the service quality measures, rather guides how such measures can be incorporated for service quality improvements. The model points out resources that are

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not properly utilized. The inputs to the model consists of two sets: consumable resources such as personnel, space, time etc. and the number of accounts in different categories. The output of the model is the level of service quality perceived by the personnel of the branch. The data envelope analysis (DEA) model (Figure 15) compares branches on how well they transform these resources (inputs) to achieve their level of service quality (output) given the client base. The DEA model will identify under-performers and suggest ways for their improvement. The input minimization DEA model will provide information on how much could the consumables resources be reduced while delivering the same level of service quality, while the output maximization DEA model will provide information on how much service quality can be improved using the same consumable resources.

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SQ17. Internet banking model (Broderick and Vachirapornpuk, 2002) One of the key challenges of the internet as a service delivery channel is how service firms can manage service quality as these remote formats bring significant change in customer interaction and behavior. This study proposes and tests a service quality model of internet banking (Figure 16). The research uses participant observation and narrative analysis of UK internet web site community to explore how internet banking customers perceive and elements of this model. In the context of internet, five key elements are treated as central influences on perceived service quality: They are: customer expectations of the service; the image and reputation of the service organization; aspects of the service setting; the actual service encounter; and customer participation. SQ18. IT-based model (Zhu et al., 2002) This model highlights the importance of information technology (IT)-based service options. Service providers are using IT to reduce costs and create value-added services for their customers. It proposes a service quality model (Figure 17) that links customer perceived IT-based service options to traditional service dimensions. The model

Figure 15. Data envelope analysis service quality model

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Figure 16. Model of service quality in internet banking

attempts to investigate the relationship between IT-based services and customers’ perceptions of service quality. The IT-based service construct is linked to service quality as measured by SERVQUAL (Parasuraman et al., 1988, 1991). Several key variables affecting customers’ views of IT-based services are identified and depicted in Figure 17.

Figure 17. Information technology-based service quality model

The model focuses on the linkages among the service dimensions as measured by SERVQUAL, the constructs representing the IT-based service quality, preferences towards traditional services, experiences in using IT-based services, and perceived IT policies. The impacts of these constructs on perceived service quality and customer satisfaction are also specified.

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SQ19. Model of e-service quality (Santos, 2003) Service quality is one of the key factors in determining the success or failure of electronic commerce. E-service can be defined as the role of service in cyberspace (Rust and Lemon, 2001). This study proposes a conceptual model of e-service quality (Figure 18) with its determinants. It is proposed that e-service quality have incubative (proper design of a web site, how technology is used to provide consumers with easy access, understanding and attractions of a web site) and active dimensions (good support, fast speed, and attentive maintenance that a web site can provide to its customers) for increasing hit rates, stickiness, and customer retention.

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Observations and evaluation of service quality model Owing to the importance of service quality, there has been a systematic development of a variety of concepts and models. Lineage of service quality models It is interesting to trace the development of the models in the literature. The growth of literature in the field of service quality seem to have developed sequentially, providing a continuous updation and learning from the finding /observations of predecessors. Gro¨nroos (1984, p. 42) (SQ1) observed that word-of-mouth (WOM) has a more substantial impact on potential customers then traditional marketing activities, and

Figure 18. e-service quality model

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also highlighted the need for service quality research based on consumers’ views. Later Parasuraman et al. (1985) (SQ2) modeled service quality as a gap between consumer and marketer sides at different levels, using WOM as a key contributor to the expected service. Later Parasuraman et al. (1988; 1991) developed and revised service quality measurement tool, SERVQUAL. This gap model and SERVQUAL as a base was used (Frost and Kumar, 2000) (SQ15), for internal service quality modeling. Brogowicz et al. (1990) (SQ 4), developed synthesised model of service quality taking the inputs from above two models (SQ1 and SQ2). The measurement of service quality through gap model and SERVQUAL was criticized by: . Cronin and Taylor (1992) (SQ5) and Teas (1993) (SQ7) and they proposed SERVPERF (a service quality tool for measuring perceptions only) and EP (Evaluated Performance) model respectively. This was again criticized by Parasuraman et al. (1994), and further counter-acted by Cronin and Taylor (1994) and Teas (1994). . Haywood-Farmer (1988) (SQ3), Philip and Hazlett (1997) (SQ11) developed attribute service quality models. Cronin and Taylor (1992, p. 65) pointed out that service quality is a antecedent of consumer satisfaction, which has a significant on purchase intentions. This led to the development of model of perceived service quality and satisfaction (Spreng and Mackoy, 1996) (SQ10). Dabholkar et al. (2000) (SQ14) further examined the relationship between two constructs and proposed antecedents and mediator model. Cronin and Taylor (1992, p. 65) pointed out that consumers don’t always buy best quality service, they might instead purchase on the basis of their assessment of value of service. This highlighted the importance of “value” and thus acts as a motivating point for researchers to include/model value for improvement/understanding of service quality. Mattsson (1992) (SQ6); Sweeney et al. (1997) (SQ12) and Oh (1999) (SQ13) developed models incorporating the value construct. In this liberalized economy, to remain competitive, service providers are increasingly offering their customers IT-based service options. Service providers are using IT to reduce costs and create value-added services for their customers. Furey (1991) suggests that IT can help enhance service quality by increasing convenience, providing extra services, and collecting service performance information for management use. The increased importance of IT motivated researchers to understand better how service customers evaluate IT-based services and how their evaluations affect their perceptions of the overall service quality of the service provider and of their own satisfaction. This led the related developments of models by Berkley and Gupta (1994) (SQ8); Dabholkar (1996) (SQ9); Broderick and Vachirapornpuk (2002) (SQ17); Zhu et al. (2002) (SQ18) and Santos (2003) (SQ19). It seems that practitioners required an approach to maximize service quality with available inputs, and this led to the development of DEA-based model (Soteriou and Stavrinides (2000) (SQ16). The systematic lineage between the 19 service quality models is depicted in Figure 19. From the review, it is clear that there does not seem to be a well-accepted conceptual definition and model of service quality nor there is any generally accepted operational

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Figure 19. Lineage of service quality models

definition of how to measure service quality. However majority of models and definitions support the view of evaluating service quality by comparing their service quality expectation with their perceptions of service quality they have experienced. The evaluation of the models as identifying their findings and weaknesses are presented in Table I. Gap model and SERVQUAL tool seems to draw much support from researchers (Akan, 1995; Avkiran, 1994; Babakus and Mangold, 1992; Bojanic, 1991; Carman, 1990; Finn and Lamb, 1991; Johns and Tyas, 1996; Johnson and Sirikit, 2002; Saleh and Ryan, 1991) etc. but the general structure (RATER) as proposed by Parasuraman et al. (1988) is debated by many researchers (e.g. Rosen and Karwan, 1994). Also there are debates for P-E measurement of service quality and in favour of SERVPERF (Cronin and Taylor, 1992; Babakus and Boller, 1992; Gotlieb et al., 1994; Hartline and Ferrell, 1996) etc. For detailed review and critique of SERVQUAL one may refer to the works of Asubonteng et al. (1996) and Buttle (1996). Appreciating the importance and significance of the SERVQUAL, the models reported in this review can be classified as: Category A. Gap model/SERQUAL-based: . The models under this category are those models, which are developed either using gap model or its modification as base or scale using SERVQUAL items or its modification for measurement of service quality.

Service quality depends on technical quality, functional quality and corporate image of the organization in consideration Functional quality is more important than the technical quality The model is an analytical tool. It enables the management to identify systematically service quality gaps between a numbers of variables affecting the quality of the offering This model is externally focused. It is capable of assisting the management to identify the relevant service quality factors from the viewpoint of the consumer This model provides a base of segregating service organization on three dimensions for better management of quality The model has the potential to enhance understanding of the concepts of service quality and help to guide about targeting towards the right customer segment This model is useful both in the design stage and periodically as the service and possibly customer taste evolve The use of this model and related managerial tasks can help managers to improve the success of their service offerings in any industry This model identifies key variables that require systematic management attention in planning, implementation and controlling service-marketing strategies that prevent or minimize service quality gap Service quality should be conceptualized and measured as an attitude The performance-based SERVPERF is efficient in comparison with SERVQUAL, as it directly reduces the number of items by 50 per cent and the results are better Service quality is an antecedent of consumer satisfaction and may have a better effect on purchase intentions than service quality

SQ1. Technical and functional quality model

SQ5. Performance only model

SQ4. Synthesized model of service quality

SQ3. Attribute service quality model

SQ2. Gap model

Key findings/applications

Model no./type

(continued)

Need to be generalized for all types of service settings Quantitative relationship between consumer satisfaction and service quality need to be established

Needs empirical validation Need to be reviewed for different type of service settings

It does not offer the measurement of service quality It does not offer a practical procedure capable of helping management to identify service quality problems or practical means of improving service quality

Exploratory study The model does not explain the clear measurement procedure for the measurement of gaps at different levels

The model does not offer an explanation on how to measure functional and technical quality

Select weaknesses/limitations

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Table I. Summary of service quality models

This model incorporates and defines the importance of diverse components of the service encounter to be studied This model provides a new learning perspective on how an ideal standard can be formed and how it can be sustained mentally The model highlights attention to the importance of negative disconfirmation experience as a determinant for satisfaction outcome. The model raised a number of issues pertaining to conceptual and operational definitions of expectation and revised expectation The criterion and construct validity of the EP model was higher than both the SERVQUAL and NQ model.. This model describes how IT can be used to improve customer service along key service quality dimensions including reliability, responsiveness, competence, access, communication, security and understanding the customer This model can help the organizations to realize the complete benefit of using information systems for delivering improved quality of service Allows managers to understand the commonly used technologies in their industry and determine appropriate technology suiting their requirements The attribute-based model is favored in forming the evaluations of service quality for technology-based self-service options The overall affect model is also supported but it does not add further explanatory power to the attribute-based model This model shows that service quality and satisfaction are distinct and desires congruency does influence satisfaction A key determinant of service quality and customer satisfaction is meeting customer desires. Rising expectations have a positive effect on customer satisfaction perceptions of performance, but they also have a negative effect on satisfaction through disconfirmation

SQ6. Ideal value model of service quality

SQ10. Model of perceived quality and satisfaction

SQ9. Attribute and overall affect model

SQ8. IT alignment model

(continued)

The model does not highlight how the service quality is achieved and operationalized The model is weak in providing directions for improvements in service quality

Needs to be generalized for different self-service options Effect of demographic variables, price, physical environment etc. is not considered

It only highlights the impact of IT on service quality. The model does not offer a way to measure and monitor service quality The model is silent about the level of IT use for particular service settings.

This model was tested for limited sample size and for narrow service setting (discount store)

Fewer number of items used for value and customer satisfaction Needs to be defined for all types of service settings

Select weaknesses/limitations

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SQ7. EP and NQ model

Key findings/applications

Table I.

Model no./type

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Key findings/applications

Provides a simple, effective and general framework of assessing service quality for any service sector Highlights the area of improvements for service quality depending on the frequency of encounter The dimensions to these three levels of attributes are individual sector-dependent and with reference to consumer SQ12. Retail service quality and The technical service quality is an important contributor to perceived value product quality and value perceptions and hence influences willingness to buy Functional service quality has indirect influence on willingness to buy through product quality and value perception; however. it has influence on willingness to buy that is independent of product assessment (poor staff manners) SQ13. Service quality, customer The model can be used as a framework for understanding value and customer satisfaction consumer decision process as well as evaluating company model performance This model provides directions and targets for customer-oriented company efforts SQ14. Antecedents and Consumers evaluate different factors related to the service but mediator model also form a separate overall evaluation of the service quality (which is not a straightforward sum of the components) The antecedent’s model can provide complete understanding of service quality and how these evaluations are formed Customer satisfaction is a better predictor of behavioral intentions A strong mediating role was found, confirming that it is important to measure customer satisfaction separately from service quality when trying to determine customer evaluations of service SQ15. Internal service quality The perceptions and expectations of internal customers and model internal suppliers play a major role in recognizing the level of internal service quality perceived SQ16. Internal service quality Indicates the resources, which can be better utilized to produce DEA model higher service quality levels

SQ11. PCP attribute model

Model no./type

Need to be generalized for all types of internal environments Effect of changes in external environment on model is not considered Does not provide the measurement of service quality Model ignores other bank performance measures (continued)

Antecedents of customer satisfaction have not been explored The model measures behavioural intention rather than actual behaviour Needs to be generalized for different service settings

Model needs to be generalized for different types of service settings Model variables are measured through relatively fewer items

The model considers only one value construct, i.e value for money Fewer number of items per construct are taken in this study

The model is lacking in providing general dimensions to three levels of attributes Lacks empirical validation

Select weaknesses/limitations

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Table I.

Implication for the management of quality in internet banking service arises in two areas a) within the service interface and b) with the management of increased customer role The level and nature of customer participation had the greatest impact on the quality of service experience and issues such as customers’ “zone of tolerance” and the degree of role understanding by customers and perceived service quality IT-based services have a direct impact on the reliability, responsiveness and assurance dimensions and an indirect impact on customer satisfaction and perceived service quality IT can help service providers achieve higher level of customer satisfaction The customer evaluation of IT-based services is affected by preference towards traditional services, past experience in IT-based services and perceived IT policies It provides a better understanding of e-service quality and, therefore, to achieve high customer retention, customer satisfaction, and profitability This e-service quality model can be of assistance to all companies that engage e-commerce or plan to do so

SQ17. Internet banking model

SQ19. Model of e-service quality

Exploratory study Model did not provide specific measurement scales No statistical analysis carried out

Fewer number of items chosen to measure the feeling of self-control and comfort in using IT-based services Does not provide a measure of service quality of IT-based transactions

Not much empirical work carried out The model is based on the experience of one web site only, needs to be validated with other experiences

Select weaknesses/limitations

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SQ18. IT-based model

Key findings/applications

Table I.

Model no./type

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Category B. Other models: . The other models which are different from the gap model. Table II summarizes categorization of the earlier discussed models along with the salient features of each of these models. Table III presents an attempt to map the models based on the factors given in the earlier section “Frameworks for study”. It is clear from the review that none of the models caters to the factors highlighted in that section, and so this demands research in this direction. Another issue emerging from the review is the identification of internal and external customers. From service delivery point of view, one needs to clearly understand distinction between these two classes of customers.. This issue further gains strength, as it is expected that the key to the success of any organization depends on the dedicated employee base represented by the internal customers. Unless internal customers are satisfied, it may be difficult to visualize good quality service for the external customers. The role and commitment of top management in delivering quality service to its customer also gains importance in the light of growing competitive pressure and globalization of services. Research issues Based on the survey of literature, some research issues are identified (Table IV) which require attention from researchers and practitioners. These research issues may be categorized into the following categories for better understanding of the subject: Category I:

Relation between various attributes of service.

Category II:

Role of technology such as IT.

Category III: Measurement issues. Table IV attempts to highlight these issues with reference to 19 models surveyed. A brief account of these issues is given below. Category I: relation between various attributes of service Quality of service is affected by and affects a number of variables such as value, attitude, expectations and aspirations etc. These variables may also guide purchasing behavior, financial performance etc. In this regard it may be interesting to develop a theoretical framework to establish clear linkages between various variables. Similarly, it needs to be explored if various attributes of service quality are independent? Is this independence context dependant? Category II: role of technology such as IT Technology plays an important role in improving quality of service. IT initiatives such as EDI (electronic data interchange), POS (point of sales) information systems and systems such as ERP (enterprise resource planning) may act as an enabler for value enhancement. The following issues may need further attention: . What type of information system architecture is needed for effective delivery of quality service?

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Brogowicz et al. (1990)

Cronin and Taylor (1992)

Teas (1993)

Sweeney et al. (1997):

Dabholkar et al. (2000)

SQ4 *

SQ5

SQ7

SQ12

SQ14

Parasuraman et al. (1985)

A

SQ2

Table II. Categorization and salient features of the service quality models

S.no.

Method of collection of data Scale used

Method of analysis

Antecedent mediator model.

Normed quality and evaluated performance model Retail service quality and perceived value model

Performance only model

397 undergraduate and postgraduate students

Telephonic interviews (conducted twice)

Regression structural equation modeling using LISREL

Survey questionnaire Seven-point Principal-axis approach semantic factor followed differential by oblique rotation and LISREL confirmatory 120/randomly Personal interview – Qualitative selected from assessment, discount stores correlation and t-test Survey questionnaire Seven-point Confirmatory 1,016 semantic factor analysis respondents/electrical method differential using LISREL appliances stores scale VIII

660/banking, pest control, dry-cleaning and fast food

Ranged from 298 to Survey questionnaire Seven-point Principal-axis 487 across approach Likert factor followed companies/telephone by oblique co., securities rotation brokerage, insurance co., banks and repair and maintenance * * Synthesized – Analysis not model of service reported quality

Gap model

Model

Respondents/test audience

(continued)

Limited subset of SERVQUAL items (two items each of five dimensions) Functional quality through five SERVQUAL items and technical quality through one SERVQUAL item Through measurement of reliability, personal attention, comforts and features

* * Ten dimensions (reliability, security, responsiveness, access, communication, tangibles, courtesy, credibility, competence, understanding/knowing) Through technical and functional quality defining planning, implementation and control tasks 22 items same as SERVQUAL but with performance only statements

Measurement of service quality addressed through

940

Category of model Author (year)

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Technical and functional quality model

SQ6

SQ 3 *

B

Gro¨nroos (1984)

SQ1

IT-based model

Zhu et al. (2002)

SQ18

Mattsson (1992)

Ideal value model

Haywood-Farmer Attribute service (1988) quality model

Internal service quality DEA model

Soteriou and Stavrinides (2000)

SQ 16

Model

Frost and Kumar Internal service (2000) quality model

S.no.

SQ15

Category of model Author (year)

40 guests while checking in and checking out/two large luxury hotels

185/bank customers (with past experience of using IT-based service options like ATM, 24 hr call line etc. 219/bank, insurance, restaurants, shipping, airline companies, cleaning and maintenance, car rental companies, travel agencies and a range of institutes from public sector

194 responses/26 bank branches

724 at different levels/Singapore airline staff

Respondents/test audience Scale used

Method of analysis

*

Analysis not reported

Basic statistical analysis (information compilation and presentation)

Functional and technical quality

Measurement of perceptions of customers using SERVQUAL-based instrument SERVQUAL items with perceptions only statements

SERVQUAL dimensions

Measurement of service quality addressed through

Physical facilities and processes, people’s behaviour and conviviality, professional judgement Survey questionnaire Seven-point Pearson moment Through 18 items of approach Likert correlation, value and nine items of pairwise intracustomer satisfaction and inter-sample median test and Chi square test (continued)

*

Survey questionnaire Five-point approach Likert

Survey questionnaire Seven-point Factor analysis approach Likert and structured equation modeling using LISREL VII

Seven-point Principal Likert component factoring, reliability coefficient and split half coefficient Survey questionnaire Data envelope approach analysis

Personal interview and questionnaire

Method of collection of data

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Table II.

Table II.

Spreng and Mackoy (1996)

Philip and Hazlett (1997)

Oh (1999)

Broderick and Vachirapornpuk (2002)

Santos (2003)

SQ 10

SQ11 *

SQ13

SQ17

SQ19

273 undergraduate students

505 undergraduate students/fast food setting

Analysis not reported

Method of analysis

Qualitative approach Qualitative analysis

Focus group interviews/discussion

Path analysis using LISREL VIII

Participant observation and narrative analysis

Survey questionnaire Six-point approach

Seven-point Confirmatory Likert factor analysis and structured equation modeling using LISREL VII Survey questionnaire Seven-point Confirmatory approach Likert factor analysis and structured equation modeling using LISREL * * Analysis not reported

*

*

Scenario and questionnaire approach

Scale used

Method of collection of data

Through desires, perceived performance, expectations and desired congruency (each comprising ten attributes) Pivotal attributes, core attributes and peripheral attributes Through single item for perceived price and eight items for perceptions for hotel settings Through service setting, services encounter, customer expectation and image Through incubative and active dimensions

The model does not cover the measurement of service quality Through three items measuring expected service quality specifically of ordering situation

Measurement of service quality addressed through

Notes: *Mainly conceptual models, not tested /validated; Category A: Gap model/SERVQUAL-based; Category B: other models; * *later in 1988 and 1991 the authors proposed and revised 22-item, five-dimension service quality measurement tool SERVQUAL

Service quality, 545/two luxury hotels customer value and customer satisfaction model Internet banking 160 incidents on 55 model topic episodes posted/UK internet web site community E-service quality 30 focus groups model comprising six to ten members

PCP attribute model

Perceived quality and satisfaction model

Dabholkar (1996) Attribute and overall affect model

SQ9

IT alignment model

Berkley and Gupta (1994)

SQ8

Model

Respondents/test audience

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S.no.

Category of model Author (year)

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Note: *conceptual model

Identification of factors affecting service quality Suitability for variety of services in consideration Flexibility to account for changing nature of customers’ perceptions Directions for improvement in service quality Suitability for developing a link for measurement of customer satisfaction Diagnosing the needs for training and education of employees Flexible enough for modifications as per the changes in the environment/conditions Suggests suitable measures for improvements of service quality both upstream and down stream the organization in focus Identifies future needs (infrastructure, resources) and thus provide help in planning Accommodates use of IT in services Capability of being used as a tool for benchmarking

Items

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V V

V

V

V

V

V

V

V

V

V

V

V

V V

V

V

V

V

V

V

V

V

V

V

V

V V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

V

Model SQ1 SQ2 SQ3 * SQ4 * SQ5 SQ6 SQ7 SQ8 * SQ9 SQ10 SQ11 SQ12 SQ13 SQ14 SQ15 SQ16 SQ17 SQ18 SQ19

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Table III. Evaluation of service quality models

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Table IV. Select research issues related to various service quality models

Model no./type

Category

Select research issues

SQ1. Technical and functional quality model

I

How technical and function quality influences a service delivered and how the customer perceives these dimensions

SQ2. GAP model

III

How to measure the gaps at different levels using a standard measurement tool. What are the factors affecting gaps? Whether these gaps differ from industry to industry

SQ3. Attribute service quality model

III

How to measure service quality in a particular service encounter using this model. On what attributes it depends and how to determine relative importance of attributes for a service encounter

SQ4. Synthesized model of service quality

I

What factors contribute to the information and feedback, design, implementation and communication gaps? How service managers can minimize the gaps through the performance of planning, implementation and control tasks

SQ5. Performance only model I

What is the role of value in the determination of a service? How value affects the purchase decision

SQ6. Ideal value model

I

What is the cognitive process by which consumer service concepts are formed and changed?

SQ7. EP and NQ model

I

How to generalize the EP model results for all types of service settings, whether change in the type of service needs re-examination of model

SQ8. IT alignment model

II

How IT can enhance customer satisfaction. Whether the investment in IT depends on competition, market growth and other similar factors. How much to invest and up to what level IT should be used

SQ9. Attribute and overall affect model

II

What is the role of attitude and behavior towards using a technology on expectations of service quality?

SQ10. Model of perceived quality and satisfaction

I

How to determine the balance between positive and negative effect of expectations

SQ11. PCP attribute model

III

What should be weighing of these levels of attributes? On what factors it depends. Whether this changes with the type of service settings

SQ12. Retail service quality and perceived value

I

What is the impact of functional value, emotional value and social value on product quality, service quality, perceived price, value for money and willingness to buy?

III SQ13. Service quality, customer value and customer satisfaction model

What are the measurement issues associated with perceived value and customer satisfaction? Whether the determinants of perceived value and customer satisfaction change with type of service setting

SQ14. Antecedents and mediator model

What is the role of actual behavior and actual repurchase on predictive power of service quality and customer satisfaction evaluation? What are the antecedents of customer satisfaction, whether these are correlated with antecedents of service quality? (continued)

I

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Model no./type

Category

Select research issues

SQ15. Internal service quality III model

Which of the SERVQUAL dimensions is most important in measurement of internal service quality? Whether responsiveness plays a bigger role than reliability for all types of service settings

SQ16. Internal service quality I DEA model

Can data envelope analysis be used as a tool to derive the linkage between service quality, profitability and operating efficiency? What will be impact on model of other performance measures included as output?

SQ17. Internet banking model

II

Whether the model can be applied to other internet service encounters. Whether the interrelation of entities will change with the change in demographic variables

SQ 18: IT-based model

II & III

How to measure service quality of IT-based transactions

SQ19. Model of e-service quality

II & III

What are the items of the determinants considered in the model and how to measure e-service quality? Whether the there will be change in the study with type of business (goods, different types of sites etc.)

Notes: Category I: general relation between various attributes of service; Category II: role of technology such as IT; Category III: measurement issues . .

How to listen to the voice of customer through information systems? How frequently the information systems need collect data related to customer perceptions and his/her possible behavior?

Category III: measurement issues It is interesting to study measurement-related issues. Often, the behavior and outcomes may be guided by the way quality of service is being measured. The following issues are important in this regard: . How to quantify and measure quality of service? . How to link quality of service vis-a`-vis business performance? Is there any evidence to say that improved quality of service has enhanced financial performance of the organization? How does one benchmark on various dimensions of services? Contributions and concluding remarks An attempt is made in this paper to review various service quality models. The models are summarized in Table I and Table II. The models cover the domain from conventional personalized services to the internet-enabled services including the organizational and behavioral aspects. These models provide a useful framework for quality of service. It may be noted that the developments of the service quality model from 1984 to 2003 (present study) highlights the change in the process of delivery of services from conventional to IT-based services (reflected in more work in the recent years). It is further observed that the service quality outcome and measurement is dependent on

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Table IV.

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type of service setting, situation, time, need, etc. factors. This further adds to the complexity of the subject. In addition to this even the customer’s expectations towards a particular services are also changing with respect to factors like time, increase in the number of encounters with a particular service, competitive environment, etc. These demands for a continuous effort to learn and validate, modify the existing concepts of service quality. The present paper is an attempt to enhance the understanding of the subject. This review of models clearly highlighted the following research streams in this field: . General service quality model developed with different types of service encounters. . Refinement of these models with the new situations. . Modeling based on new concepts (derived out of weaknesses /leanings from the existing models). . Considering new variables/situations with existing models and remodel/ test the findings. The review of these 19 service quality models highlighted various issues, debates, strengths and weaknesses pertaining to the models. It is noted that the models have a focus on only one link (i.e. either marketer to consumer or front-line staff to supporting staff). On other side, researchers (Caruana and Pitt, 1997; Reynoso and Moores, 1995 etc.) have continuously pointed out the positive correlation of internal service quality (considering all the processes and operations associated in delivery of product or service) with business performance and the service quality delivered to the customer (including the distribution, marketing and other support functions). From the study of these models, it appears that the key ingredients to service quality improvements are: . Clear market and customer focus. . Motivated staff. . Clear understanding of concepts of service quality and factors affecting the same. . Effective measurement and feedback system. . Effective implementation system. . Efficient customer care system. Researchers and practitioners view the subject in the context of service under consideration. It is clear from the review that none of the models currently satisfies the set framework (Table III), this clearly highlights the need for further research. This review highlighted some of the research agenda from the review of service quality models. References Akan, P. (1995), “Dimensions of service quality: a study in Istanbul”, Managing Service Quality, Vol. 5 No. 6, pp. 39-43. Asubonteng, P., McCleary, K.J. and Swan, J.E. (1996), “SERVQUAL revisited: a critical review of service quality”, The Journal of Services Marketing, Vol. 10 No. 6, pp. 62-81.

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Avkiran, N.K. (1994), “Developing an instrument to measure customer service quality in branch banking”, International Journal of Bank Marketing, Vol. 12 No. 6, pp. 10-18. Babakus, E. and Boller, G.W. (1992), “An empirical assessment of the SERVQUAL scale”, Journal of Business Research, Vol. 24, pp. 253-68. Babakus, E. and Mangold, W.G. (1992), “Adapting the SERVQUAL scale to hospital services: an empirical investigation”, Health Service Research, Vol. 26 No. 6, pp. 767-86. Berkley, B.J. and Gupta, A. (1994), “Improving service quality with information technology”, International Journal of Information Management, Vol. 14, pp. 109-21. Bojanic, D.C. (1991), “Quality measurement in professional service firms”, Journal of Professional Services Marketing, Vol. 7 No. 2, pp. 27-36. Broderick, A.J. and Vachirapornpuk, S. (2002), “Service quality in internet banking: the importance of customer role”, Marketing Intelligence & Planning, Vol. 20 No. 6, pp. 327-35. Brogowicz, A.A., Delene, L.M. and Lyth, D.M. (1990), “A synthesised service quality model with managerial implications”, International Journal of Service Industry Management, Vol. 1 No. 1, pp. 27-44. Buttle, F. (1996), “SERVQUAL: review, critique, research agenda”, European Journal of Marketing, Vol. 30 No. 1, pp. 8-32. Carman, J.M. (1990), “Consumer perceptions of service quality”, Journal of Retailing, Vol. 66, pp. 33-55. Caruana, A. and Pitt, L. (1997), “INTQUAL: an internal measure of service quality and the link between service quality and business performance”, European Journal of Marketing, Vol. 31 No. 8, pp. 604-16. Chang, T.Z. and Chen, S.J. (1998), “Market orientation, service quality and business profitability: a conceptual model and empirical evidence”, Journal of Services Marketing, Vol. 12 No. 4, pp. 246-64. Cronin, J.J. and Taylor, S.A. (1992), “Measuring service quality: a reexamination and extension”, Journal of Marketing, Vol. 6, July, pp. 55-68. Cronin, J.J. and Taylor, S.A. (1994), “SERVPERF versus SERVQUAL: reconciling performance-based and perception-minus-expectations measurement of service quality”, Journal of Marketing, Vol. 58 No. 1, pp. 125-31. Dabholkar, P.A. (1996), “Consumer evaluations of new technology-based self-service operations: an investigation of alternative models”, International Journal of Research in Marketing, Vol. 13 No. 1, pp. 29-51. Dabholkar, P.A., Shepherd, C.D. and Thorpe, D.I. (2000), “A comprehensive framework for service quality: an investigation of critical conceptual and measurement issues through a longitudinal study”, Journal of Retailing, Vol. 76 No. 2, pp. 131-9. Finn, D. and Lamb, C. (1991), “An evaluation of the SERVQUAL scale in a retailing setting”, Advances in Consumer Research, Vol. 18, pp. 483-90. Frost, F.A. and Kumar, M. (2000), “INTSERVQUAL: an internal adaptation of the GAP model in a large service organization”, Journal of Services Marketing, Vol. 14 No. 5, pp. 358-77. Furey, T.R. (1991), “How information power can improve service quality”, Planning Review, Vol. 19 No. 3, pp. 24-6. Gammie, A. (1992), “Stop at nothing in the search for quality”, Human Resources, Vol. 5, Spring, pp. 35-8.

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