Argues that the unidirectional measurement and evaluation of service quality in any specific service encounter is not enough in itself to understand the existing service quality…
Abstract
Argues that the unidirectional measurement and evaluation of service quality in any specific service encounter is not enough in itself to understand the existing service quality between two actors in a dyadic service encounter. Therefore, a method is introduced for the express purpose of analysing the perceptual bi‐directionality of service quality in order to measure and evaluate the dynamics of service quality in dyadic service encounters.
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Hagen Worch, Mundia Kabinga, Anton Eberhard and Bernhard Truffer
The purpose of this paper is to analyze how strategic renewal affects the reconfiguration of capabilities. In the context of organizational change in a large utility firm, we…
Abstract
Purpose
The purpose of this paper is to analyze how strategic renewal affects the reconfiguration of capabilities. In the context of organizational change in a large utility firm, we examine the evolution of the capability structure, and explain the emergence and persistence of capability gaps.
Design/methodology/approach
The paper uses an inductive multiple case study methodology to compare four processes of capability reconfiguration at Eskom, South Africa's electricity supplier.
Findings
The results show that strategic renewal unfolds through different processes, which vary in their impact. Some processes have an immediate effect in closing capability gaps. The impact of others is with a significant time lag. Most critical, however, are processes that widen capability gaps. As a result, firms may face severe and persistent performance deficiencies.
Research limitations/implications
Prior research has only marginally addressed the relationship between strategic renewal and capability reconfiguration, and has largely neglected emerging capability gaps.
Practical implications
Strategic renewal may cause unintended crowding out effects of specific capabilities. Managers need to consider these potential implications of strategic renewal.
Social implications
Understanding the challenges of how to improve the performance of utility services is crucial for economic development, welfare and social inclusion.
Originality/value
This study importantly highlights that the emergence of capability gaps is a common phenomenon rather than an exception in strategic renewal processes. The findings contribute to the strategic renewal literature and to management research in infrastructure sectors.