Outstanding Paper Award

Citation

(2008), "Outstanding Paper Award", Journal of Enterprise Information Management, Vol. 21 No. 6. https://doi.org/10.1108/jeim.2008.08821faa.002

Outstanding Paper Award

Article Type: Awards for Excellence From: Journal of Enterprise Information Management, Volume 21, Issue 6

"Creating value from a commodity process: a case study of a call center"

Jimmy HuangWarwick Business School, The University of Warwick, Coventry, UKSue NewellBentley College, Waltham, Massachusetts, USABrad PoulsonWarwick Business School, The University of Warwick, Coventry, UKRobert D. GalliersBentley College, Waltham, Massachusetts, USA

Purpose – The purpose of this paper is to conceptualize the unique value that can be created by performing a commodity process, in this case call handling at a call center, as a means of challenging the prevalent assumption that an organization should differentiate between the management of a core competence and a commodity process.Design/methodology/approach – An inductive case study is conducted to examine the strategic planning and management of a call center in one of the largest retailers headquartered in the UK. Semi-structured interviews, informal dialogue, on-site observation and documentation were the four data collection methods that the authors used.Findings – Based on the findings derived from the study, this study proposes the notion of a “differentiated commodity” to illustrate that a commodity process, such as handling customers’ complaints and enquiries using standard call center technologies, can be significantly beneficial to the business, if differentiation was embedded into the architecture and management of the business process.Originality/value – The distinction between core competencies and commodity processes has become one of the key aspects in shaping a manager’s decision making. The findings are vital not only in challenging such an assumption, but also in providing an explanation as to how strategic value can be generated by performing commodity processes, which is often under-estimated.

Keywords: Call centres, Case studies, Competences, United Kingdom, Value added

www.emeraldinsight.com/10.1108/17410390710772687

This article originally appeared in Vol. 20 No. 4, 2007, pp. 396-413 of Journal of Enterprise Information Management, Editor: Zahir Irani

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