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" Recovery strategies " and " Strategy " from the framework for understanding what self-service recovery is will be further explored in the framework for understanding why self-service recovery works
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... They contend that failure-recovery, at its inception, acts as an external-to-internal trigger that initiates numerous operational, strategic and conceptual changes. Johansson (2006) ascertains that the service recovery literature acknowledges the importance of making use of acquired knowledge for improving the existing service, but it does not go as far as to propose service recovery as a capability for creating and applying new knowledge for innovation. Our research represents a first step toward understanding this important phenomenon in the context of dealing with customer complaints. ...
Purpose: The study explores and conceptualizes service recovery as an organizational capability. It proposes a new construct labelled Knowledge Enabled Recovery Effectiveness (KERE).
Design/methodology/approach: Measures capturing the KERE construct were developed through domain identification, item pool generation using focus group interviews with managers involved in complaint management, and content expert validation.
Findings: A first pool of 73 items was generated and then reduced to 37 items. Focus group interviews confirm the theoretical relevance of the KERE construct. Recovery culture, recovery process, and internal recovery resources are the different components of a firms’ knowledge that serve as inputs, or as a source of a firm’s service recovery capabilities.
Research limitations/implications: A quantitative study is needed in future research to assess the KERE’s construct structure and validity.
Practical implications: Managers may use the proposed scale to foster effective and relevant marketing strategies by setting clear policies that consider service recovery as a knowledgebased activity rather than a control targeted activity.
Originality/value: This research demonstrates the mutual dialogue between service recovery and knowledge-based capabilities. Also, it proposes a new concept labelled Knowledge Enabled Recovery Effectiveness (KERE) and a raw scale to further understand firms' aptitude in service recovery.
Keywords: Service recovery, complaint management, Knowledge-based organizational capabilities, content validity, focus group, content expert validation
... They contend that failure-recovery, at its inception, acts as an external-to-internal trigger that initiates numerous operational, strategic and conceptual changes. Johansson (2006) ascertains that the service recovery literature acknowledges the importance of making use of acquired knowledge for improving the existing service, but it does not go as far as to propose service recovery as a capability for creating and applying new knowledge for innovation. Our research represents a first step toward understanding this important phenomenon in the context of dealing with customer complaints. ...
Purpose
The study explores and conceptualizes service recovery as an organizational capability. It proposes a new construct labelled Knowledge Enabled Recovery Effectiveness (KERE).
Design/methodology/approach
Measures capturing the KERE construct were developed through domain identification, item pool generation using focus group interviews with managers involved in complaint management, and content expert validation.
Findings
A first pool of 73 items was generated and then reduced to 37 items. Focus group interviews confirm the theoretical relevance of the KERE construct. Recovery culture, recovery process, and internal recovery resources are the different components of a firms’ knowledge that serve as inputs, or as a source of a firm’s service recovery capabilities.
Research limitations/implications
A quantitative study is needed in future research to assess the KERE’s construct structure and validity.
Practical implications
Managers may use the proposed scale to foster effective and relevant marketing strategies by setting clear policies that consider service recovery as a knowledge-based activity rather than a control targeted activity.
Originality/value
This research demonstrates the mutual dialogue between service recovery and knowledge-based capabilities. Also, it proposes a new concept labelled Knowledge Enabled Recovery Effectiveness (KERE) and a raw scale to further understand firms' aptitude in service recovery.
Real-world software applications must constantly evolve to remain relevant. This evolution occurs when developing new applications or adapting existing ones to meet new requirements, make corrections, or incorporate future functionality. Traditional methods of software quality control involve software quality models and continuous code inspection tools. These measures focus on directly assessing the quality of the software. However, there is a strong correlation and causation between the quality of the development process and the resulting software product. Therefore, improving the development process indirectly improves the software product, too. To achieve this, effective learning from past processes is necessary, often embraced through post mortem organizational learning. While qualitative evaluation of large artifacts is common, smaller quantitative changes captured by application lifecycle management are often overlooked. In addition to software metrics, these smaller changes can reveal complex phenomena related to project culture and management. Leveraging these changes can help detect and address such complex issues. Software evolution was previously measured by the size of changes, but the lack of consensus on a reliable and versatile quantification method prevents its use as a dependable metric. Different size classifications fail to reliably describe the nature of evolution. While application lifecycle management data is rich, identifying which artifacts can model detrimental managerial practices remains uncertain. Approaches such as simulation modeling, discrete events simulation, or Bayesian networks have only limited ability to exploit continuous-time process models of such phenomena. Even worse, the accessibility and mechanistic insight into such gray- or black-box models are typically very low. To address these challenges, we suggest leveraging objectively captured digital artifacts from application lifecycle management, combined with qualitative analysis, for efficient organizational learning. A new language-independent metric is proposed to robustly capture the size of changes, significantly improving the accuracy of change nature determination. The classified changes are then used to explore, visualize, and suggest maintenance activities, enabling solid prediction of malpractice presence and -severity, even with limited data. Finally, parts of the automatic quantitative analysis are made accessible, potentially replacing expert-based qualitative analysis in parts.
Entrepreneurship has been argued to be a key driver of the economy by creating jobs, turning inventions to innovations, and also improving the overall standard of life. A firm’s entrepreneurial orientation (EO) indicates the degree to which a firm is entrepreneurial. However, there are several different approaches to conceptualizing the EO concept and its sub-dimensions, frequently described as innovativeness, risk taking, and proactiveness. The role of the sub-dimensions is not quite clear in the EO literature. Furthermore, many studies claim that firms can increase their performance simply by increasing their EO, while this thesis draws upon contingency theory to argue that EO needs to be aligned with—‘fit’ the internal and external context, if the firm is to perform well. Thus, this thesis aims to advance the conceptualization of EO by problematizing the core construct and also discussing how EO can fit with context. The thesis consists of four papers in which the EO concept is elaborated on and contingency theory is applied to construct conceptual models of the interaction between EO and different contexts, which are also empirically investigated. Furthermore, the sub-dimensions of EO are discussed in terms of their meanings and measurement to point out their individual impact on the EO.
The overall findings indicate that EO is not as simple a concept as often portrayed in the EO literature. Rather, EO is more complex in the ways that it can fit with internal and external context and, on these bases, it is suggested that ideal types of EO and context is a way forward for research in the area. Additionally, it is argued that EO as a theoretical construct may not only be conceptualized as an overall entrepreneurial attribute (which is common in the extant literature), but also as a complex and granular attribute.
This dissertation synthesizes previous research and develops a model for the study of strategic
development, strategic congruence and management control. The model is used to analyze a
longitudinal case study of the Swedish engineering company Atlas Copco.
Employing contingency theory, the study confirms that long-term survival of a company
requires adaption to contingencies. Three levels of strategy are examined: corporate, business
and functional. Previous research suggests that consistency between these levels (strategic
congruence) is necessary for a company to be competitive. The dissertation challenges this
proposition by using a life-cycle perspective and analyzes strategic congruence in the different
phases of a life cycle. It also studies management control from a life-cycle perspective.
In this context, two types of management control are examined: formal and informal.
From a longitudinal perspective, the study further discusses how these types interact during
organizational life cycles.
The dissertation shows that strategic development is more complex than previous studies
have indicated. It is a long, complex and non-linear process, the results of which cannot
always be predicted. Previous models for strategy and management control are based on simple
relationships and rarely take into account the fact that companies often go through different
phases of strategic development. The case study shows that strategic incongruence may occur
at times during organizational life cycles. Furthermore, the use of management control varies
over time. In the maturity phase, formal control is in focus, while the use of informal control
has a bigger role in both the introduction and decline phases.
Research on strategy and management control has intensified in recent years. Still there is a
gap regarding the coordination of complex corporate structures. The present study contributes
with further knowledge on how companies manage long-term strategic development. Few
studies deal with more than two levels of strategy. Moreover, the present study addresses
the need to understand strategic congruence from a life-cycle perspective. This is particularly
relevant in practice, when management in large companies face difficult issues for which they
expect business research to assist them in the decision-making process.
