Comparative Study of Islamic Banking 45
Technology’s Impact on the Gaps Model of
Service Quality
Mary Jo Bitner
W. P. Carey School of Business
Arizona State University
Valarie A. Zeithaml
Kenan-Flagler School of Business
University of North Carolina
Dwayne D. Gremler
College of Business Administration
Bowling Green State University
This chapter presents a foundational framework for service science – the Gaps
Model of Service Quality. For over two decades the model has been used across industries and worldwide to help companies formulate strategies to deliver quality service, to integrate customer focus across functions, and to provide a foundation for service as a competitive strategy. It was developed at a time when most services were delivered interpersonally and in real time without the advantages (and sometimes disadvantages) of technology infusion. In the intervening years, technology has profoundly changed the nature of service(s) and at the same time it has influenced strategies for closing each of the service quality gaps. Thus, this chapter has a dual purpose: to provide a general overview of the Gaps Model of Service Quality and to demonstrate how key aspects of the model have changed and evolved due to advances in technologies. We begin with background on the Gaps
Model and a discussion of the role of technology and services in general. We then discuss strategies for closing each gap in the model and illustrate the influence of technologies on these fundamental management strategies.
P.P. Maglio et al. (eds.), Handbook of Service Science, Service Science: Research and Innovations in the Service Economy, DOI 10.1007/978-1-4419-1628-0_10,
© Springer Science+Business Media, LLC 2010
198
M.J. Bitner et al.
Introduction
Few would argue with the fact that services dominate the economies of the world’s most advanced nations. In the U.S., services represent over eighty percent of our GDP and labor force. Further, it is apparent that services are increasing
Service Quality
Mary Jo Bitner
W. P. Carey School of Business
Arizona State University
Valarie A. Zeithaml
Kenan-Flagler School of Business
University of North Carolina
Dwayne D. Gremler
College of Business Administration
Bowling Green State University
This chapter presents a foundational framework for service science – the Gaps
Model of Service Quality. For over two decades the model has been used across industries and worldwide to help companies formulate strategies to deliver quality service, to integrate customer focus across functions, and to provide a foundation for service as a competitive strategy. It was developed at a time when most services were delivered interpersonally and in real time without the advantages (and sometimes disadvantages) of technology infusion. In the intervening years, technology has profoundly changed the nature of service(s) and at the same time it has influenced strategies for closing each of the service quality gaps. Thus, this chapter has a dual purpose: to provide a general overview of the Gaps Model of Service Quality and to demonstrate how key aspects of the model have changed and evolved due to advances in technologies. We begin with background on the Gaps
Model and a discussion of the role of technology and services in general. We then discuss strategies for closing each gap in the model and illustrate the influence of technologies on these fundamental management strategies.
P.P. Maglio et al. (eds.), Handbook of Service Science, Service Science: Research and Innovations in the Service Economy, DOI 10.1007/978-1-4419-1628-0_10,
© Springer Science+Business Media, LLC 2010
198
M.J. Bitner et al.
Introduction
Few would argue with the fact that services dominate the economies of the world’s most advanced nations. In the U.S., services represent over eighty percent of our GDP and labor force. Further, it is apparent that services are increasing
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