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This paper analyses the link between educational qualification structure and information technology (IT) in the service production process. The analysis is based on 1996 cross‐sectional data for approximately 1,000 West German firms. The empirical evidence indicates that IT capital and high‐skilled labor are complements in the production process: firms with higher IT investment output ratios employ a larger fraction of high‐skilled workers at the expense of unskilled workers. To a lesser extent, the positive IT effect carries through for workers with vocational degrees including masters and technicians. Furthermore, we find that firms’ expectations of the future size of their high‐skilled workforce are positively related to their initial IT investment output ratio. To account for censoring in the employment variables, the empirical analysis uses Powell’s Censored Least Absolute Deviations estimators as well as standard Tobit estimators.

Despite service downgrades' undisputed practical relevance, service downgrades (e.g. customers shifting the price tier downward) have received surprisingly little attention from scholars. Previous studies have focussed on either the public policy issue of tiered pricing or optimal pricing by the service provider. Only a few studies have examined why customers shift across different price tiers and how such activities indicate their future behaviour.

Based on customer data collected from a major telecommunications company, the authors use a logistic regression model to investigate how two service modification levers (i.e. transaction- and relationship-level factors) influence the likelihood of service downgrade. The authors apply a survival model to study how service downgrades affect customer churn.

Transaction-level factors such as service usage (e.g. the frequency and recency of underuse experiences) are positively associated with the likelihood of a downgrade. However, relationship-level factors (e.g. relationship duration and customer status) are negatively associated with the likelihood of downgrades. Customers engaging in downgrades are more likely to churn in the future.

The authors focus on downgrade behaviour, which can be perceived as customers' choice to move down the price tier, which likely ruins the service provider's performance. The authors conceptualise two fundamental driving forces behind a service downgrade: the misfits between the actual usage and the service plan chosen and the deteriorating relationships. The authors' empirical findings on the factors influencing downgrades provide insights for service providers seeking to prevent such behaviour.