International Journal of Quality & Reliability Management

Service quality models: a review

Nitin Seth, S.G. Deshmukh, Prem Vrat,
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Service quality
Service quality models: a review models
Nitin Seth and S.G. Deshmukh
Indian Institute of Technology, New Delhi, India, and
Prem Vrat
Indian Institute of Technology, Roorkee, India 913
Received January 2004
Revised July 2004
Abstract
Purpose The main objective of this paper is to critically appraise various service quality models
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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 customers 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 International Journal of Quality &
explore/modify the existing service quality concepts with the changing world scenario Reliability Management
Vol. 22 No. 9, 2005
(shift from conventional personalized services to web enabled services). pp. 913-949
For an organization to gain competitive advantage it must use technology to gather q Emerald Group Publishing Limited
0265-671X
information on market demands and exchange it between organizations for the DOI 10.1108/02656710510625211
 IJQRM purpose of enhancing the service quality. Researchers and managers thrive for
22,9 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
914 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
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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
 better then its competitor at agreed price. In this context, the subject of service quality Service quality
needs a fresh understanding in the current business scenario. This study can help to models
identify the research gaps and thus attempts to provide benefits to practicing
managers and researchers.

Framework for study

The subject of service quality is very rich in context of definitions, models and
915
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.
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.
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.

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 (Gronroos, 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):
 IJQRM
22,9

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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 managements perceptions
of those expectations, i.e. not knowing what consumers expect.
Gap 2: Difference between managements perceptions of consumers 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?
 Service quality
models

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Figure 2.
Gap analysis model

Gap 5: Difference between consumers expectation and perceived service. This gap
depends on size and direction of the four gaps associated with the delivery
of service quality on the marketers side.
According to this model, the service quality is a function of perception and
expectations and can be modeled as:

SQ Skj1 P ij
E ij

where:
SQ overall service quality; k number of attributes.
Pij Performance perception of stimulus i with respect to attribute j.
Eij 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
 IJQRM replacing should word by would and in 1994 by reducing the total number of items
22,9 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

918
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Figure 3.
Extended model of service
quality
 to this extended model most factors involve communication and control process Service quality
implemented in organizations to manage employees. models
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 919
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; peoples behaviour; and professional judgment. Each attribute consists of
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Figure 4.
Attribute service quality
model
 IJQRM several factors. In this model, each set of attributes forms an apex of the triangle as shown
22,9 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.
920 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)

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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 Skj1 Pij

where:
SQ overall service quality;
k the number of attributes;
Pij performance perception of stimulus i with respect to attribute j.
 Service quality
models

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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.
 IJQRM This value-based model of service quality suggests the use of a perceived ideal
22,9 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.
922
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
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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 1Sm
j1 wj jAjk I j j

where:
Qi The individuals perceived quality of object i.
wj Importance of attribute j as a determinant of perceived quality.
Aij Individuals perceived amount of attribute j possessed by object i.
Ij The ideal amount of attribute j as conceptualized in classical ideal point
attitudinal models.
m Number of attributes.
With an assumption that perceived ability of the product to deliver satisfaction can be
conceptualized as the products relative congruence with the consumers 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, Service quality
Qi relative to the quality of excellence norm then normed quality (NQ) is:


models
NQ Qi 2 Qe

NQ Normed quality index for object i. 923

Qe The individuals perceived quality of the excellence norm object.
For infinite ideal points, normed quality is:
Xm
NQ w Aij 2 Aej
j1 j
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Aej individuals 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
 IJQRM This model describes in detail where IT had been used or could be used to improve
22,9 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
924 information system (IS) strategies must be tightly coordinated and aligned. The model
explains the process of aligning service and aligning strategies.

SQ9. Attribute and overall affect model (Dabholkar, 1996)

The author proposed two alternative models of service quality for technology-based
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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
 SQ10. Model of perceived service quality and satisfaction (Spreng and Mackoy, 1996) Service quality
This model (Figure 9) attempts to enhance the understanding of the constructs models
perceived service quality and consumer satisfaction. This model is modification to
Olivers (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, 925
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
 IJQRM
22,9

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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 Service quality
the incidental extras or frills designed to add a roundness to the service encounter models
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.
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
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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
customers 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.
 IJQRM
22,9

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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 staffs perception (internal
supplier) of front-line staffs expectation (internal customers). Internal gap 2 is the
significant difference between service quality specifications and the service actually
 Service quality
models

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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 staffs expectations and perceptions of support staffs
(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
 IJQRM not properly utilized. The inputs to the model consists of two sets: consumable
22,9 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
930 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
 Service quality
models

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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
 IJQRM The model focuses on the linkages among the service dimensions as measured by
22,9 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.

932 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
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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.

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.
Gronroos (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
 also highlighted the need for service quality research based on consumers views. Later Service quality
Parasuraman et al. (1985) (SQ2) modeled service quality as a gap between consumer models
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 933
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
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(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 dont 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
 IJQRM
22,9

934
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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.
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Model no./type Key findings/applications Select weaknesses/limitations

SQ1. Technical and functional Service quality depends on technical quality, functional quality The model does not offer an explanation on how to measure
quality model and corporate image of the organization in consideration functional and technical quality
Functional quality is more important than the technical quality
SQ2. Gap model The model is an analytical tool. It enables the management to Exploratory study
identify systematically service quality gaps between a numbers The model does not explain the clear measurement procedure
of variables affecting the quality of the offering for the measurement of gaps at different levels
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
SQ3. Attribute service quality This model provides a base of segregating service organization It does not offer the measurement of service quality
model on three dimensions for better management of quality It does not offer a practical procedure capable of helping
The model has the potential to enhance understanding of the management to identify service quality problems or practical
concepts of service quality and help to guide about targeting means of improving service quality
towards the right customer segment
This model is useful both in the design stage and periodically as
the service and possibly customer taste evolve
SQ4. Synthesized model of The use of this model and related managerial tasks can help Needs empirical validation
service quality managers to improve the success of their service offerings in Need to be reviewed for different type of service settings
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
SQ5. Performance only model Service quality should be conceptualized and measured as an Need to be generalized for all types of service settings
attitude Quantitative relationship between consumer satisfaction and
The performance-based SERVPERF is efficient in comparison service quality need to be established
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
(continued)

quality models
Summary of service
Service quality
models

935

Table I.
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936

Table I.
IJQRM

Model no./type Key findings/applications Select weaknesses/limitations

SQ6. Ideal value model of This model incorporates and defines the importance of diverse Fewer number of items used for value and customer satisfaction
service quality components of the service encounter to be studied Needs to be defined for all types of service settings
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.
SQ7. EP and NQ model The model raised a number of issues pertaining to conceptual This model was tested for limited sample size and for narrow
and operational definitions of expectation and revised service setting (discount store)
expectation
The criterion and construct validity of the EP model was higher
than both the SERVQUAL and NQ model..
SQ8. IT alignment model This model describes how IT can be used to improve customer It only highlights the impact of IT on service quality. The model
service along key service quality dimensions including does not offer a way to measure and monitor service quality
reliability, responsiveness, competence, access, communication, The model is silent about the level of IT use for particular
security and understanding the customer service settings.
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
SQ9. Attribute and overall The attribute-based model is favored in forming the evaluations Needs to be generalized for different self-service options
affect model of service quality for technology-based self-service options Effect of demographic variables, price, physical environment
The overall affect model is also supported but it does not add etc. is not considered
further explanatory power to the attribute-based model
SQ10. Model of perceived This model shows that service quality and satisfaction are The model does not highlight how the service quality is
quality and satisfaction distinct and desires congruency does influence satisfaction achieved and operationalized
A key determinant of service quality and customer satisfaction The model is weak in providing directions for improvements in
is meeting customer desires. Rising expectations have a positive service quality
effect on customer satisfaction perceptions of performance, but
they also have a negative effect on satisfaction through
disconfirmation
(continued)
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Model no./type Key findings/applications Select weaknesses/limitations

SQ11. PCP attribute model Provides a simple, effective and general framework of assessing The model is lacking in providing general dimensions to three
service quality for any service sector levels of attributes
Highlights the area of improvements for service quality Lacks empirical validation
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 The model considers only one value construct, i.e value for
perceived value product quality and value perceptions and hence influences money
willingness to buy Fewer number of items per construct are taken in this study
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 Model needs to be generalized for different types of service
value and customer satisfaction consumer decision process as well as evaluating company settings
model performance Model variables are measured through relatively fewer items
This model provides directions and targets for
customer-oriented company efforts
SQ14. Antecedents and Consumers evaluate different factors related to the service but Antecedents of customer satisfaction have not been explored
mediator model also form a separate overall evaluation of the service quality The model measures behavioural intention rather than actual
(which is not a straightforward sum of the components) behaviour
The antecedents model can provide complete understanding of Needs to be generalized for different service settings
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 Need to be generalized for all types of internal environments
model internal suppliers play a major role in recognizing the level of Effect of changes in external environment on model is not
internal service quality perceived considered
SQ16. Internal service quality Indicates the resources, which can be better utilized to produce Does not provide the measurement of service quality
DEA model higher service quality levels Model ignores other bank performance measures
(continued)
Service quality
models

937

Table I.
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22,9

938

Table I.
IJQRM

Model no./type Key findings/applications Select weaknesses/limitations

SQ17. Internet banking model Implication for the management of quality in internet banking Not much empirical work carried out
service arises in two areas a) within the service interface and b) The model is based on the experience of one web site only,
with the management of increased customer role needs to be validated with other experiences
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
SQ18. IT-based model IT-based services have a direct impact on the reliability, Fewer number of items chosen to measure the feeling of
responsiveness and assurance dimensions and an indirect self-control and comfort in using IT-based services
impact on customer satisfaction and perceived service quality Does not provide a measure of service quality of IT-based
IT can help service providers achieve higher level of customer transactions
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
SQ19. Model of e-service It provides a better understanding of e-service quality and, Exploratory study
quality therefore, to achieve high customer retention, customer Model did not provide specific measurement scales
satisfaction, and profitability No statistical analysis carried out
This e-service quality model can be of assistance to all
companies that engage e-commerce or plan to do so
 Category B. Other models: Service quality
.
The other models which are different from the gap model. models
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 939
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,
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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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940

Table II.
IJQRM

Categorization and
salient features of the
service quality models
Measurement of service
Category Respondents/test Method of collection Method of quality addressed
S.no. of model Author (year) Model audience of data Scale used analysis through
SQ2 A Parasuraman Gap model Ranged from 298 to Survey questionnaire Seven-point Principal-axis * * Ten dimensions
et al. (1985) 487 across approach Likert factor followed (reliability, security,
companies/telephone by oblique responsiveness, access,
co., securities rotation communication,
brokerage, insurance tangibles, courtesy,
co., banks and repair credibility, competence,
and maintenance understanding/knowing)
SQ4 * Brogowicz et al. Synthesized * * Analysis not Through technical and
(1990) model of service reported functional quality
quality defining planning,
implementation and
control tasks
SQ5 Cronin and Performance 660/banking, pest Survey questionnaire Seven-point Principal-axis 22 items same as
Taylor (1992) only model control, dry-cleaning approach semantic factor followed SERVQUAL but with
and fast food differential by oblique performance only
rotation and statements
LISREL
confirmatory
SQ7 Teas (1993) Normed quality 120/randomly Personal interview Qualitative Limited subset of
and evaluated selected from assessment, SERVQUAL items (two
performance discount stores correlation and items each of five
model t-test dimensions)
SQ12 Sweeney et al. Retail service 1,016 Survey questionnaire Seven-point Confirmatory Functional quality
(1997): quality and respondents/electrical method semantic factor analysis through five
perceived value appliances stores differential using LISREL SERVQUAL items and
model scale VIII technical quality
through one
SERVQUAL item
SQ14 Dabholkar et al. Antecedent 397 undergraduate Telephonic Regression Through measurement
(2000) mediator model. and postgraduate interviews structural of reliability, personal
students (conducted twice) equation attention, comforts and
modeling using features
LISREL
(continued)
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Measurement of service
Category Respondents/test Method of collection Method of quality addressed
S.no. of model Author (year) Model audience of data Scale used analysis through
SQ15 Frost and Kumar Internal service 724 at different Personal interview Seven-point Principal SERVQUAL dimensions
(2000) quality model levels/Singapore and questionnaire Likert component
airline staff factoring,
reliability
coefficient and
split half
coefficient
SQ 16 Soteriou and Internal service 194 responses/26 Survey questionnaire Data envelope Measurement of
Stavrinides quality DEA bank branches approach analysis perceptions of customers
(2000) model using SERVQUAL-based
instrument
SQ18 Zhu et al. (2002) IT-based model 185/bank customers Survey questionnaire Seven-point Factor analysis SERVQUAL items with
(with past experience approach Likert and structured perceptions only
of using IT-based equation statements
service options like modeling using
ATM, 24 hr call line LISREL VII
etc.
SQ1 B Gronroos (1984) Technical and 219/bank, insurance, Survey questionnaire Five-point Basic statistical Functional and technical
functional restaurants, shipping, approach Likert analysis quality
quality model airline companies, (information
cleaning and compilation and
maintenance, car presentation)
rental companies,
travel agencies and a
range of institutes
from public sector
SQ 3 * Haywood-Farmer Attribute service * * Analysis not Physical facilities and
(1988) quality model reported processes, peoples
behaviour and
conviviality,
professional judgement
SQ6 Mattsson (1992) Ideal value 40 guests while Survey questionnaire Seven-point Pearson moment Through 18 items of
model checking in and approach Likert correlation, value and nine items of
checking out/two pairwise intra- customer satisfaction
large luxury hotels and inter-sample
median test and
Chi square test
(continued)
Service quality
models

941

Table II.
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942

Table II.
IJQRM

Measurement of service
Category Respondents/test Method of collection Method of quality addressed
S.no. of model Author (year) Model audience of data Scale used analysis through
SQ8 Berkley and IT alignment * * Analysis not The model does not
Gupta (1994) model reported cover the measurement
of service quality
SQ9 Dabholkar (1996) Attribute and 505 undergraduate Scenario and Seven-point Confirmatory Through three items
overall affect students/fast food questionnaire Likert factor analysis measuring expected
model setting approach and structured service quality
equation specifically of ordering
modeling using situation
LISREL VII
SQ 10 Spreng and Perceived 273 undergraduate Survey questionnaire Seven-point Confirmatory Through desires,
Mackoy (1996) quality and students approach Likert factor analysis perceived performance,
satisfaction and structured expectations and desired
model equation congruency (each
modeling using comprising ten
LISREL attributes)
SQ11 * Philip and PCP attribute * * Analysis not Pivotal attributes, core
Hazlett (1997) model reported attributes and peripheral
attributes
SQ13 Oh (1999) Service quality, 545/two luxury hotels Survey questionnaire Six-point Path analysis Through single item for
customer value approach using LISREL perceived price and
and customer VIII eight items for
satisfaction perceptions for hotel
model settings
SQ17 Broderick and Internet banking 160 incidents on 55 Participant Qualitative Through service setting,
Vachirapornpuk model topic episodes observation and approach services encounter,
(2002) posted/UK internet narrative analysis customer expectation
web site community and image
SQ19 Santos (2003) E-service quality 30 focus groups Focus group Qualitative Through incubative and
model comprising six to ten interviews/discussion analysis active dimensions
members
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
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Model
Items SQ1 SQ2 SQ3 * SQ4 * SQ5 SQ6 SQ7 SQ8 * SQ9 SQ10 SQ11 SQ12 SQ13 SQ14 SQ15 SQ16 SQ17 SQ18 SQ19
Identification of factors
affecting service quality V V V V V V V V V V V V V V
Suitability for variety of
services in consideration V V V V V
Flexibility to account for
changing nature of customers
perceptions V V V V V V
Directions for improvement in
service quality V V V V V V V V V V V V V V V V V V V
Suitability for developing a link
for measurement of customer
satisfaction V V V V V V V
Diagnosing the needs for
training and education of
employees V V V V V
Flexible enough for
modifications as per the
changes in the
environment/conditions V V V V V V V V
Suggests suitable measures for
improvements of service quality
both upstream and down
stream the organization in focus V V V V V V V V
Identifies future needs
(infrastructure, resources) and
thus provide help in planning V V V V V V V
Accommodates use of IT in
services V V V V V V
Capability of being used as a
tool for benchmarking V V V V V V V V V V V
Note: *conceptual model

quality models
Evaluation of service
Service quality
models

Table III.
943
 IJQRM Model no./type Category Select research issues
22,9
SQ1. Technical and I How technical and function quality influences a service
functional quality model delivered and how the customer perceives these
dimensions
SQ2. GAP model III How to measure the gaps at different levels using a
944 standard measurement tool. What are the factors affecting
gaps? Whether these gaps differ from industry to industry
SQ3. Attribute service III How to measure service quality in a particular service
quality model encounter using this model. On what attributes it depends
and how to determine relative importance of attributes for
a service encounter
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SQ4. Synthesized model of I What factors contribute to the information and feedback,
service quality 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 II What is the role of attitude and behavior towards using a
affect model technology on expectations of service quality?
SQ10. Model of perceived I How to determine the balance between positive and
quality and satisfaction 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 I What is the impact of functional value, emotional value and
and perceived value social value on product quality, service quality, perceived
price, value for money and willingness to buy?
SQ13. Service quality, III What are the measurement issues associated with
customer value and customer perceived value and customer satisfaction? Whether the
satisfaction model determinants of perceived value and customer satisfaction
change with type of service setting
SQ14. Antecedents and I What is the role of actual behavior and actual repurchase
mediator model on predictive power of service quality and customer
Table IV. satisfaction evaluation? What are the antecedents of
Select research issues customer satisfaction, whether these are correlated with
related to various service antecedents of service quality?
quality models (continued)
 Service quality
Model no./type Category Select research issues models
SQ15. Internal service quality III Which of the SERVQUAL dimensions is most important in
model measurement of internal service quality? Whether
responsiveness plays a bigger role than reliability for all
types of service settings
945
SQ16. Internal service quality I Can data envelope analysis be used as a tool to derive the
DEA model linkage between service quality, profitability and operating
efficiency? What will be impact on model of other
performance measures included as output?
SQ17. Internet banking II Whether the model can be applied to other internet service
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model 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 II & III What are the items of the determinants considered in the
quality 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 Table IV.

.
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
 IJQRM type of service setting, situation, time, need, etc. factors. This further adds to the
22,9 complexity of the subject. In addition to this even the customers 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
946 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.
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.
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
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Journal of Hospitality & Tourism Administration 16:3, 224-250. [CrossRef]
 54. Xiangyang Xu, Hua Yuan, Yu QianAnalyzing the system features of the flight delays: A network
perspective 1-5. [CrossRef]
55. , Eui Hong. 2015. . International Commerce and
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56. Durdana Ozretic-Dosen Department of Marketing, Faculty of Economics and Business, University of
Zagreb, Zagreb, Croatia Ines Zizak Faculty of Economics and Business, University of Zagreb, Zagreb,
Croatia . 2015. Measuring the quality of banking services targeting student population. EuroMed Journal
of Business 10:1, 98-117. [Abstract] [Full Text] [PDF]
57. Nelson K. F. Tsang School of Hotel and Tourism Management, The Hong Kong Polytechnic University,
Kowloon, Hong Kong SAR, China Louisa Yee-Sum Lee James Cook University, Cairns, Australia
Hailin Qu School of Hotel and Restaurant Administration, College of Human Sciences, Oklahoma
State University, Stillwater, Oklahoma, USA and Business School, Sun Yat-Sen University, Guangzhou,
China . 2015. Service quality research on Chinas hospitality and tourism industry. International Journal
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of Contemporary Hospitality Management 27:3, 473-497. [Abstract] [Full Text] [PDF]

58. Arun Kumar Kaushik Department of Management Studies, Indian Institute of Technology, Roorkee,
India Zillur Rahman Department of Management Studies, Indian Institute of Technology, Roorkee,
India . 2015. Innovation adoption across self-service banking technologies in India. International Journal
of Bank Marketing 33:2, 96-121. [Abstract] [Full Text] [PDF]
59. E. Ciavolino, A. Calcagn. 2015. Generalized cross entropy method for analysing the SERVQUAL model.
Journal of Applied Statistics 42:3, 520-534. [CrossRef]
60. AlbeshrHasan Hasan Albeshr Hasan Albeshr holds an MBA from Abu Dhabi University, United Arab
Emirates, and is a Doctoral Candidate of Business Administration at the same university. He works in the
Training Department for Abu Dhabi Police. His research interests include business management, change
management, leadership, strategic management and training/development. AhmadSyed Zamberi Syed
Zamberi Ahmad Syed Zamberi Ahmad holds a PhD from the Hull University Business School (HUBS),
UK. His research interests include firm evolution and growth strategies including alliance, market entry
and internationalisation strategies of SMEs and multinational firms. His research interests also focusing
in the areas of entrepreneurial management, entrepreneurship education and small- and medium-sized
business strategies. He is currently an Associate Professor of International Business and Entrepreneurship
Management at College of Business Administration, Abu Dhabi University, United Arab Emirates. Prior
to entering academia, he had several years' industrial experience in international banking and treasury of
several reputable banks in Malaysia. Dr Ahmad had served several universities in Malaysia, Yemen and
Saudi Arabia. He can be contacted at: Management Department, College of Business Administration, Abu
Dhabi University, Abu Dhabi, United Arab Emirates. Abu Dhabi University . 2015. Service innovation
by Dubai International Airport: the battle to remain competitive. Emerald Emerging Markets Case Studies
5:1, 1-18. [Abstract] [Full Text] [PDF]
61. Harsh V Verma Faculty of Management Studies, University of Delhi, Delhi, India. Ekta Duggal
Department of Commerce, MotiLal Nehru College, University of Delhi, Delhi, India. . 2015. Retail
service quality in India: construct exploration and measure development. South Asian Journal of Global
Business Research 4:1, 129-148. [Abstract] [Full Text] [PDF]
62. Mary Beth Bruder, Carl J. Dunst. 2015. Parental Judgments of Early Childhood Intervention Personnel
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63. Gillie Gabay, Dahlia Moore. 2015. Antecedents of Patient Trust in Health-Care Insurers. Services
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 64. Sharon Schembri. 2015. Experiencing health care service quality: through patient's eyes. Australian Health
Review 39:1, 109. [CrossRef]
65. J. Blomkvist, J. Aberg, S. Holmlid. 2014. Formative Evaluation of IT-based Services: A Case Study of a
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66. Manuela Morf Department of Business Administration, University of Zurich, Zurich, Switzerland
Alexandra Arnold Department of Business Administration, University of Zurich, Zurich, Switzerland and
Department of Human Resource Management, School of Management and Labor Relations, Rutgers
University, New Jersey, USA Bruno Staffelbach Department of Business Administration, University of
Zurich, Zurich, Switzerland . 2014. The double psychological contracts of temporary agency workers.
Employee Relations 36:6, 708-726. [Abstract] [Full Text] [PDF]
67. M. beda-Garca, E. Claver Corts, B. Marco-Lajara, P. Zaragoza-Sez. 2014. Strategy, training and
performance fit. International Journal of Hospitality Management 42, 100-116. [CrossRef]
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68. Edwin N. Torres. 2014. Deconstructing Service Quality and Customer Satisfaction: Challenges and
Directions for Future Research. Journal of Hospitality Marketing & Management 23:6, 652-677. [CrossRef]
69. Ismail Bakan, Tuba Buyukbese, Burcu Ersahan. 2014. The impact of total quality service (TQS) on
healthcare and patient satisfaction: An empirical study of Turkish private and public hospitals. The
International Journal of Health Planning and Management 29:3, 292-315. [CrossRef]
70. Marlene Amorim Department of Economics Management and Industrial Engineering, University of
Aveiro, Aveiro, Portugal Fatemeh Bashashi Saghezchi Department of Economics Management and
Industrial Engineering, University of Aveiro, Aveiro, Portugal . 2014. An investigation of service quality
assessments across retail formats. International Journal of Quality and Service Sciences 6:2/3, 221-236.
[Abstract] [Full Text] [PDF]
71. Madeleine Stiglingh. 2014. Service quality framework for the South African Revenue Service from the
perspective of the tax practitioner. Public Relations Review 40:2, 240-250. [CrossRef]
72. Hakyeon Lee, Chulhyun Kim. 2014. Benchmarking of service quality with data envelopment analysis.
Expert Systems with Applications 41:8, 3761-3768. [CrossRef]
73. Madeleine Stiglingh. 2014. A measuring instrument to evaluate e-service quality in a revenue authority
setting. Public Relations Review 40:2, 216-225. [CrossRef]
74. Suresh Kandulapati School of Management Studies, University of Hyderabad, Hyderabad, India Raja
Shekhar Bellamkonda School of Management Studies, University of Hyderabad, Hyderabad, India .
2014. E-service quality: a study of online shoppers in India. American Journal of Business 29:2, 178-188.
[Abstract] [Full Text] [PDF]
75. Professor Simone Guercini Fotis Misopoulos Business Administration and Economics Department,
University of Sheffield International Faculty, CITY College, Thessaloniki, Greece Miljana Mitic
Management School, South East European Research Centre, University of Sheffield, Thessaloniki,
Greece Alexandros Kapoulas Business Administration and Economics Department, University of Sheffield
International Faculty, CITY College, Thessaloniki, Greece Christos Karapiperis Business Administration
and Economics Department, University of Sheffield International Faculty, CITY College, Thessaloniki,
Greece . 2014. Uncovering customer service experiences with Twitter: the case of airline industry.
Management Decision 52:4, 705-723. [Abstract] [Full Text] [PDF]
76. Vincent Charles, Mukesh Kumar. 2014. Satisficing data envelopment analysis: An application to
SERVQUAL efficiency. Measurement 51, 71-80. [CrossRef]
 77. Gyan Prakash. 2014. QoS in the internal supply chain: the next lever of competitive advantage and
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78. Sanjay Bahl Indian Institute of Foreign Trade, New Delhi, India O.P. Wali Indian Institute of Foreign
Trade, New Delhi, India . 2014. Perceived significance of information security governance to predict the
information security service quality in software service industry. Information Management & Computer
Security 22:1, 2-23. [Abstract] [Full Text] [PDF]
79. Silvia Teresa Morales-Gualdrn, Uriel Pineda Zapata, Jorge Esteban Dorado Urbano. 2014. Factores del
servicio y del perfil del emprendedor que inciden en la superviviencia empresarial: una revisin crtica.
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80. D.S.P. Castro, A.D.S. Avila. 2013. O Ensino da Sustentabilidade e a Formao tica do Administrador:
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[CrossRef]
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81. David Longbottom University of Derby, Derby, UK Amir Modjahedi University of Derby, Derby, UK .
2013. Can emotional scaling methods improve quality in services?. International Journal of Quality and
Service Sciences 5:4, 364-381. [Abstract] [Full Text] [PDF]
82. Misook Heo, Jung-Sook Song, Moon-Won Seol. 2013. User Needs of Digital Service Web Portals: A
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83. Iham Tariq Ismail Al-Nuaimi, Ahmad Kamil Bin Mahmood, Low Tang Jung, Hamid H JeburA review
of e-service quality dimensions in user satisfaction 186-191. [CrossRef]
84. Bedman Narteh Department of Marketing and Customer Management, University of Ghana, Accra,
Ghana . 2013. SME bank selection and patronage behaviour in the Ghanaian banking industry.
Management Research Review 36:11, 1061-1080. [Abstract] [Full Text] [PDF]
85. Jos van Iwaarden, Wendy van der Valk. 2013. Controlling outsourced service delivery: managing service
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[CrossRef]
86. Chris Baumann and Hamin HaminBijith MarakarkandySchool of Business Management, Narsee Monjee
Institute of Management Studies (NMIMS), Mumbai, India Nilay YajnikSchool of Business Management,
Narsee Monjee Institute of Management Studies (NMIMS), Mumbai, India. 2013. Reexamining and
empirically validating the End User Computing Satisfaction models for satisfaction measurement in the
internet banking context. International Journal of Bank Marketing 31:6, 440-455. [Abstract] [Full Text]
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87. Wolter Pieters. 2013. On thinging things and serving services: technological mediation and inseparable
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88. Sanjay Bahl, O. P. Wali. 2013. An empirical analysis of perceived significance of information security
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89. A. Scott Rood, Joanna Dziadkowiec. 2013. Cross Cultural Service Gap Analysis: Comparing SERVQUAL
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90. Moshe SharabiSociology and Anthropology Department, Yezreel Valley College, Emek Yezreel, Israel and
Graduate School of Management, The Center for the Study of Organizations and Human Resources,
University of Haifa, Haifa, Israel. 2013. Managing and improving service quality in higher education.
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 91. Dennis C.S. LawCaritas Institute of Higher Education, Hong Kong, China. 2013. Initial assessment of
two questionnaires for measuring service quality in the Hong Kong postsecondary education context.
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92. Robert E. Miller, Bill C. Hardgrave, Thomas W. Jones. 2013. ISS-QUAL: A Measure of Service Quality
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93. Mehdi Zaibaf, Fariz Taherikia, Meysam Fakharian. 2013. Effect of Perceived Service Quality on Customer
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94. yvind Helgesen, Erik Nesset, ivind Strand. 2013. Brain Drain or Brain Gain? Students Loyalty to
their Student Town: Field Evidence from Norway. European Planning Studies 21:6, 909-943. [CrossRef]
95. Sabita Mahapatra. 2013. A comparative study of service quality between private and public hospitals:
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96. Amjad A. AbuEl SamenFaculty of Business, The University of Jordan, Amman, Jordan Mamoun
N. AkroushTalal AbuGhazaleh Graduate School of Business Administration, The GermanJordanian
University, Amman, Jordan Bayan N. AbuLailALHilal Drug Store, Amman, Jordan. 2013. Mobile
SERVQUAL. International Journal of Quality & Reliability Management 30:4, 403-425. [Abstract] [Full
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97. Veljko Marinkovi, Vladimir Seni, Milan Koci, Sran api. 2013. Investigating the Impact of
SERVQUAL Dimensions on Customer Satisfaction: The Lessons Learnt from Serbian Travel Agencies.
International Journal of Tourism Research 15:2, 184-196. [CrossRef]
98. Parves SultanSchool of Management and Marketing, Central Queensland University, Rockhampton,
Australia Ho Yin WongDeakin Graduate School of Business, Deakin University, Melbourne, Australia.
2013. Antecedents and consequences of service quality in a higher education context. Quality Assurance in
Education 21:1, 70-95. [Abstract] [Full Text] [PDF]
99. F. K. Bondinuba, S. G. Nimako, N. K. Karley. 2013. Developing Student Housing Quality Scale in Higher
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100. Abbas N. Albarq. 2013. Applying a SERVQUAL Model to Measure the Impact of Service Quality
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Management 03:08, 700-707. [CrossRef]
101. Vikram Jamwal, Hema MedaQuality Models for Outsourced Business Services 92-100. [CrossRef]
102. Hossein DadfarDivision of Industrial Marketing, IEI, Linkping University, Linkping, Sweden
Staffan BregeDivision of Industrial Marketing, IEI, Linkping University, Linkping, Sweden. 2012.
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and Service Sciences 4:4, 345-363. [Abstract] [Full Text] [PDF]
103. Jouni JuntunenDepartment of Marketing, University of Oulu, Oulu, Finland Mari JuntunenDepartment
of Marketing, University of Oulu, Oulu, Finland Vesa AutereHead of Movement and Transportation,
Defence Command J4/Ops, Helsinki, Finland. 2012. Outsourcing strategies of the security sector through
acquisition procedures. International Journal of Physical Distribution & Logistics Management 42:10,
931-947. [Abstract] [Full Text] [PDF]
104. Robert Malony, Dr. Dahai Liu, Dr. Dennis Vincenzi. 2012. Using Discrete Event Simulation as a
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 105. Gran SvenssonOslo School of Management, Oslo, Norway Carmen PadinVigo University, Vigo, Spain.
2012. Teleological approaches from complexity sciences in services. International Journal of Quality and
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106. Arash ShahinAssociate Professor in the Department of Management, University of Isfahan, Isfahan,
Iran Ali AttafarBased at the Department of Management, University of Isfahan, Isfahan, Iran Monireh
SameaBased at the Department of Management, University of Isfahan, Isfahan, Iran. 2012. An integrated
approach for service quality and effectiveness improvement with a case study in the recycling pavilion
service process of Isfahan municipality. Measuring Business Excellence 16:3, 84-99. [Abstract] [Full Text]
[PDF]
107. Soudabe Saraei, Amir M. Amini. 2012. A study of service quality in rural ICT renters of Iran by
SERVQUAL. Telecommunications Policy 36:7, 571-578. [CrossRef]
108. Wai-Ching Poon, Christina Kwai-Choi Lee. 2012. E-Service Quality: An Empirical Investigation. Journal
of Asia-Pacific Business 13:3, 229-262. [CrossRef]
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109. Chun-Juei Chou, Chong-Wen Chen, Chris Conley. 2012. A systematic approach to generate service model
for sustainability. Journal of Cleaner Production 29-30, 173-187. [CrossRef]
110. Chen Jian, Li Wen-wang, Zhou Wen-an, Guo Hai-sheng, Chen Zhang, Meng Shao-fuCustomer
experience oriented service quality management 298-301. [CrossRef]
111. Marion Lepmets, Aileen Cater-Steel, Francis Gacenga, Eric Ras. 2012. Extending the IT service quality
measurement framework through a systematic literature review. Journal of Service Science Research 4:1,
7-47. [CrossRef]
112. Antonio Casimiro, Paulo Verissimo, Diego Kreutz, Filipe Araujo, Raul Barbosa, Samuel Neves, Bruno
Sousa, Marilia Curado, Carlos Silva, Rajeev Gandhi, Priya NarasimhanTRONE: Trustworthy and
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113. Khurram Sharif, Norizan Mohd Kassim. 2012. Non-academic service quality: comparative analysis of
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114. Julie Paquette, Franois Bellavance, Jean-Franois Cordeau, Gilbert Laporte. 2012. Measuring quality of
service in dial-a-ride operations: the case of a Canadian city. Transportation 39:3, 539-564. [CrossRef]
115. Hassan AlZubaidiFaculty of Business Administration, American University of Technology, Jbeil,
Lebanon Dalal AlAsousiHyundai Engineering and Construction, Kuwait. 2012. Service quality
assessment in central blood bank: blood donors perspective. Journal of Economic and Administrative
Sciences 28:1, 28-38. [Abstract] [Full Text] [PDF]
116. Hakyeon Lee, Chulhyun Kim. 2012. A DEA-SERVQUAL Approach to Measurement and Benchmarking
of Service Quality. Procedia - Social and Behavioral Sciences 40, 756-762. [CrossRef]
117. Chuah Hui Wen, Mohd Faiz HilmiExploring Service Quality, Customer Satisfaction And customer loyalty
in the Malaysian mobile telecommunication industry 733-738. [CrossRef]
118. Faisal Talib, Zillur Rahman, M.N. Qureshi. 2011. Prioritising the practices of total quality management:
An analytic hierarchy process analysis for the service industries. Total Quality Management & Business
Excellence 22:12, 1331-1351. [CrossRef]
119. Gary Mortimer, Peter Clarke. 2011. Supermarket consumers and gender differences relating to their
perceived importance levels of store characteristics. Journal of Retailing and Consumer Services 18:6,
575-585. [CrossRef]
 120. Gamini GunawardaneCollege of Business and Economics, California State University, Fullerton,
California, USA. 2011. Reliability of the internal service encounter. International Journal of Quality &
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121. Chi Keung Thomas Chan, Yong Ngee Keith Ng, Gian Casimir. 2011. Confucian Dynamism, Affective
Commitment, Need for Achievement, and Service Quality: A Study on Property Managers in Hong Kong.
Services Marketing Quarterly 32:4, 318-331. [CrossRef]
122. Shuki Dror, Yafit Sukenik. 2011. A strategic service quality framework using QFD. Total Quality
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123. yvind HelgesenAalesund University College, Aalesund, Norway Erik NessetAalesund University
College, Aalesund, Norway. 2011. Does LibQUAL+TM account for student loyalty to a university college
library?. Quality Assurance in Education 19:4, 413-440. [Abstract] [Full Text] [PDF]
124. Donelda S. McKechnieHULT International Business School, Dubai, United Arab Emirates
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Jim GrantHULT International Business School, Dubai, United Arab Emirates Fatema Shabbir
GolawalaMonalisa LLC, Ajman, United Arab Emirates. 2011. Partitioning service encounters into
touchpoints to enhance quality. International Journal of Quality and Service Sciences 3:2, 146-165.
[Abstract] [Full Text] [PDF]
125. Govinda SharmaAssociate Professor, based at the SDM Institute for Management Development,
Karnataka, India. 2011. Do SMEs need to strategize?. Business Strategy Series 12:4, 186-194. [Abstract]
[Full Text] [PDF]
126. Erik Nesset, Bjrn Nervik, yvind Helgesen. 2011. Satisfaction and image as mediators of store loyalty
drivers in grocery retailing. The International Review of Retail, Distribution and Consumer Research 21:3,
267-292. [CrossRef]
127. Joana G. Geraldi, Elmar Kutsch, Neil Turner. 2011. Towards a conceptualisation of quality in information
technology projects. International Journal of Project Management 29:5, 557-567. [CrossRef]
128. Firdaus AbdullahUniversiti Teknologi Mara (UiTM), Sarawak, Malaysia Rosita SuhaimiUniversiti
Teknologi Mara (UiTM), Sarawak, Malaysia Gluma SabanUniversiti Teknologi Mara (UiTM), Sarawak,
Malaysia Jamil HamaliUniversiti Teknologi Mara (UiTM), Sarawak, Malaysia. 2011. Bank Service Quality
(BSQ) Index. International Journal of Quality & Reliability Management 28:5, 542-555. [Abstract] [Full
Text] [PDF]
129. Jaya SangeethaModern College of Business and Science (MCBS), Muscat, Sultanate of Oman S.
MahalingamBSMED, Bharathiar University, Coimbatore, India. 2011. Service quality models in banking:
a review. International Journal of Islamic and Middle Eastern Finance and Management 4:1, 83-103.
[Abstract] [Full Text] [PDF]
130. David LongbottomSystems Thinking Research Group, Faculty of Business, Computing and Law,
University of Derby, Derby, UK Julie HiltonFaculty of Business, Computing and Law, University of
Derby, Derby, UK. 2011. Service improvement: lessons from the UK financial services sector. International
Journal of Quality and Service Sciences 3:1, 39-59. [Abstract] [Full Text] [PDF]
131. Sabri T. Erdil, Ouz Yldz. 2011. Measuring service quality and a comparative analysis in the passenger
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132. David Longbottom, Julie Hilton, Ying Xia-ZhengReal Service Improvement: An Empirical Investigation
of Service Improvement Initiatives within a UK Bank 177-198. [CrossRef]
133. Jouni JuntunenDepartment of Marketing, Oulu Business School, University of Oulu, Oulu, Finland David
B. GrantLogistics Research Centre, School of Management and Languages, HeriotWatt University,
 Edinburgh, UK Jari JugaDepartment of Marketing, Oulu Business School, University of Oulu, Oulu,
Finland. 2010. Shortrun vs longrun tradeoffs in outsourcing relationships. Strategic Outsourcing: An
International Journal 3:3, 211-225. [Abstract] [Full Text] [PDF]
134. Thomas Chi Keung ChanUniversity of Newcastle, Singapore Keith Yong Ngee NgSouthern Cross
University, Singapore Gian CasimirUniversity of Newcastle, Singapore. 2010. The diminished effect of
psychological empowerment on the selfempowered. Managing Service Quality: An International Journal
20:6, 531-543. [Abstract] [Full Text] [PDF]
135. Jari JugaOulu Business School, University of Oulu, Oulu, Finland Jouni JuntunenOulu Business School,
University of Oulu, Oulu, Finland David B. GrantLogistics Research Centre, HeriotWatt University,
Edinburgh, UK. 2010. Service quality and its relation to satisfaction and loyalty in logistics outsourcing
relationships. Managing Service Quality: An International Journal 20:6, 496-510. [Abstract] [Full Text]
[PDF]
136. Arpita Khare, Ceeba Parveen, Reena Rai. 2010. Retailer behavior as determinant of service quality in
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Indian retailing. Journal of Retail & Leisure Property 9:4, 303-317. [CrossRef]
137. Moshe SharabiDepartment of Sociology and Anthropology, The Yezreel Valley Academic College, Emek
Yezreel, Israel. 2010. HR manager leadership in quality improvement in a college environment. Quality
Assurance in Education 18:4, 317-327. [Abstract] [Full Text] [PDF]
138. Xiaowen HuangDepartment of Management, Miami University, Oxford, Ohio, USA Byron J.
FinchDepartment of Management, Miami University, Oxford, Ohio, USA. 2010. Satisfaction and
dissatisfaction in online auctions: an empirical analysis. International Journal of Quality & Reliability
Management 27:8, 878-892. [Abstract] [Full Text] [PDF]
139. Moshe SharabiSociology and Anthropology Department, Yezreel Valley College, Emek Yezreel, Israel
and The Center for the Study of Organizations and Human Resources, Graduate School of Business,
University of Haifa, Haifa, Israel Moshe DavidowMarketing and Services Department, Carmel Academic
Center, Haifa, Israel. 2010. Service quality implementation: problems and solutions. International Journal
of Quality and Service Sciences 2:2, 189-205. [Abstract] [Full Text] [PDF]
140. Parves SultanSchool of Commerce and Marketing, Central Queensland University, North Rockhampton,
Australia Ho Yin WongSchool of Commerce and Marketing, Central Queensland University, North
Rockhampton, Australia. 2010. Service quality in higher education a review and research agenda.
International Journal of Quality and Service Sciences 2:2, 259-272. [Abstract] [Full Text] [PDF]
141. Feng Liu, Qian Ma, Krishna Ratakonda, Hao Wang, Liang Liu, Ying ChenModel-based dependency
analysis in service delivery process management 17-22. [CrossRef]
142. Anupam DasSprott School of Business, Ottawa, Canada Vinod KumarSprott School of Business, Ottawa,
Canada Gour C. SahaPearl School of Business, Gurgaon, India. 2010. Retail service quality in context
of CIS countries. International Journal of Quality & Reliability Management 27:6, 658-683. [Abstract]
[Full Text] [PDF]
143. yvind HelgesenHgskolen i lesund, Institutt for Internasjonal markedsfring (IIM), lesund, Norway
Erik NessetHgskolen i lesund, Institutt for Internasjonal markedsfring (IIM), lesund, Norway.
2010. Gender, store satisfaction and antecedents: a case study of a grocery store. Journal of Consumer
Marketing 27:2, 114-126. [Abstract] [Full Text] [PDF]
144. Mukesh KumarCENTRUM Catlica, Pontificia Universidad Catlica del Per, Santiago de Surco, Peru
Fong Tat KeeManagement and Science University, Shah Alam, Malaysia Vincent CharlesCENTRUM
Catlica, Pontificia Universidad Catlica del Per, Santiago de Surco, Peru. 2010. Comparative evaluation
 of critical factors in delivering service quality of banks. International Journal of Quality & Reliability
Management 27:3, 351-377. [Abstract] [Full Text] [PDF]
145. Clark KincaidUniversity of Nevada Las Vegas, Las Vegas, Nevada, USA Seyhmus BalogluUniversity
of Nevada Las Vegas, Las Vegas, Nevada, USA Zhenxing MaoCalifornia State Polytechnic University
Pomona, Pomona, California, USA James BusserUniversity of Nevada Las Vegas, Las Vegas, Nevada,
USA. 2010. What really brings them back?. International Journal of Contemporary Hospitality Management
22:2, 209-220. [Abstract] [Full Text] [PDF]
146. yvind Helgesen, Jon Ivar Hvold, Erik Nesset. 2010. Impacts of store and chain images on the quality
satisfactionloyalty process in petrol retailing. Journal of Retailing and Consumer Services 17:2, 109-118.
[CrossRef]
147. Anna Barelds, Ien van de Goor, Guus van Heck, Jos Schols. 2010. Quality of care and service trajectories
for people with intellectual disabilities: defining the aspects of quality from the clients perspective.
Scandinavian Journal of Caring Sciences 24:1, 164-174. [CrossRef]
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148. Jose A. Martnez, Laura Martnez. 2010. Some insights on conceptualizing and measuring service quality.
Journal of Retailing and Consumer Services 17:1, 29-42. [CrossRef]
149. Murugesan Punniyamoorthy, R. Murali. 2010. Identification of benchmarking service units through
productivity and quality dimensions. International Journal of Business Performance Management 12:2, 103.
[CrossRef]
150. Peter J. Wild. 2010. A systemic framework for supporting cross-disciplinary efforts in services research.
CIRP Journal of Manufacturing Science and Technology 3:2, 116-127. [CrossRef]
151. Peter J. Wild. 2010. Longing for service: Bringing the UCL Conception towards services research.
Interacting with Computers 22:1, 28-42. [CrossRef]
152. Panagiotis TrivellasSchool of Business and Finance, Technological Education Institute (TEI) of Larissa,
Larissa, Greece Dimitra DargenidouSchool of Business and Finance, Technological Education Institute
(TEI) of Larissa, Larissa, Greece. 2009. Leadership and service quality in higher education. International
Journal of Quality and Service Sciences 1:3, 294-310. [Abstract] [Full Text] [PDF]
153. Florian JohannsenUniversity of Regensburg, Regensburg, Germany Susanne LeistUniversity of
Regensburg, Regensburg, Germany. 2009. A Six Sigma approach for integrated solutions. Managing
Service Quality: An International Journal 19:5, 558-580. [Abstract] [Full Text] [PDF]
154. Behnam NakhaiDepartment of Business Administration, Millersville University of Pennsylvania,
Millersville, Pennsylvania, USA Joao S. NevesDepartment of Management, The College of New Jersey,
Ewing, New Jersey, USA. 2009. The challenges of six sigma in improving service quality. International
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