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The aim of this paper is to investigate how the distinction between contact and non‐contact activities influences the design of service delivery systems and to identify key design decisions for structuring front office and back office work.

Building on current literature, the paper identifies three design decisions and associated performance trade‐offs. The design decisions regard the degree of customer contact in the process, the decoupling of activities and the grouping of employees. The design decisions and the trade‐offs are empirically validated in five case studies of 15 service delivery systems in the financial services sector.

Distinguishing between the three design decisions is more suitable for describing today's practices than traditional front office – back office thinking. For each design decision a trade‐off was observed consisting of several design considerations. However, the trade‐offs do not involve the weighing of one set of performance objectives against another, as the design choices contribute to the same objectives, yet in different ways.

This study concentrated on a limited number of cases in the financial services sector. The contents of the trade‐offs should be tested on a larger scale and in different industries. In order to develop design guidelines, future research should also examine the impact of contingency factors, such as the service being delivered and strategic priorities.

The three design decisions and the trade‐offs improve understanding of the impact of customer contact on a service organisation and provide support for designing service delivery systems in practice.

A Hobson’s choice is a free choice in which only one option is offered. The aim of this study is to examine dimensions of “Hobson’s choice” servicescape and their effect on affective responses and to understand how affective responses drive consumer decisions in “true choice” and “Hobson’s choice” servicescapes.

Two studies have been conducted. The first study used mixed methods approach (focus groups and online survey) to examine dimensions of “Hobson’s choice” servicescape. The second study used a scenario-based experimental design to compare the effect of enjoyment and anxiety on consumer decisions in “true choice” and “Hobson’s choice” servicescapes.

Study 1 results indicate that hedonic and utilitarian servicescape attributes have a different effect on contrasting emotional responses. This study reveals a positive relationship between consumer enjoyment and hedonic stimuli in Hobson’s choice servicescape. Furthermore, inadequate utilitarian servicescape dimensions cause consumer anxiety. Study 2 results indicate that enjoyment plays a more important role in consumer decision-making in true choice settings, whereas anxiety is more important in Hobson’s choice settings.

Hobson’s choice settings should focus on servicescape features that reduce anxiety and thus lead to affirmative consumer decisions. On the other hand, true choice settings should try to improve consumer enjoyment to create affirmative consumer decisions.

This is the first study to examine and compare drivers of consumer’s emotions and their effect on consumer decisions in Hobson’s choice and true choice servicescapes.

In 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is to review the origins and foundations of today's EurOMA and how it has progressed to being a vibrant and successful organisation.

The review draws on archived documents, especially newsletters and board minutes, as well as memories of all of those involved.

The review shows an important evolution from two groups of like minded individuals, through building annual conferences and brings these together as one. It then shows how it has evolved both through formalisation of its activities, building international links and, most importantly, developing a portfolio of activities to develop and support young researchers.

Where records are not available, the paper draws on individual memories of events from a long time ago.

As well as providing an invaluable record, it can provide a model for the development of similar organisations.