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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0040-0912.htm

Implementing service excellence in higher education
Hina Khan
Newcastle Business School, Northumbria University, Newcastle upon Tyne, UK, and

Implementing service excellence in HE 769

Harry Matlay
Birmingham City Business School, Birmingham City University, Birmingham, UK
Abstract
Purpose – The purpose of this paper is to provide a critical analysis of the importance of service excellence in higher education. Design/methodology/approach – The research upon which this paper is based employed a phenomenological approach. This method was selected for its focus on respondent perceptions and experiences. Both structured and semi-structured interviews were conducted to collect relevant data on service excellence. The focus of the research study was on achieving and implementing service excellence in higher education. Findings are analysed and results are grounded in relevant theories and the principle of service excellence. Findings – Preliminary results suggest that implementing service excellence establishes a direct link between a workforce and successful competitive strategies. In order to compete efficiently and effectively in their niche market, higher education institutions need to implement service excellence to ensure both internal and external customer satisfaction. A strong institutional culture that values internal customers can help achieve a motivated workforce, loyalty, high performance, innovation and a distinctive institutional competitive advantage. Research limitations/implications – The qualitative data collected for this study reflect respondent perceptions and opinions. Individuals perceive and experience things differently. Although the service excellence approach is applicable to service organisations, its transferability to other sectors might affect its validity. Originality/value – The paper investigates how service



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(1998), “Creating the future we desire – getting the whole system into the room”, Journal of Industrial and Commercial Training, Vol. 30 No. 1, pp. 4-11. Implementing service excellence in HE 779 ET 51,8/9 780 Oakland, J.S. (2001), Total Organisation Excellence: Achieving World Class Performance, Butterworth Heinemann, London. Parasuraman, A., Zeithamle, V. and Berry, L. (1985), “A conceptual model of service quality and its implications for future research”, Journal of Marketing, Vol. 49 No. 1, pp. 41-50. Pfeffer, J. (1998), The Human Equation – Building Profits by Putting People First, Harvard Business School Press, Boston, MA. Reed, J. and Vakola, M. (2006), “What role can a training needs analysis play in organisational change?”, Journal of Organisational Change Management, Vol. 19 No. 3, pp. 393-407. Saunders, M., Lewis, P. and Thornhill, A. (1997), Research Methods for Business Students, Pitman Publishing, London. Sharma, N. and Patterson, P.G. 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Further reading Gill, J. and Johnson, P. (2002), Research Methods for Managers, 3rd ed., Sage Publishers, London. Guaspari, J. (2003), “Eating my words: dispatches from the Front”, Across the Board, September/October, pp. 55-6. Kang, D.J. and Alexandris, K. (2002), “Measurement of internal service quality: application of the SERVQUAL battery to internal service quality”, Journal of Managing Service Quality, Vol. 12 No. 5, pp. 278-91. Corresponding author Hina Khan can be contacted at: hina.khan@unn.ac.uk To purchase reprints of this article please e-mail: reprints@emeraldinsight.com Or visit our web site for further details: www.emeraldinsight.com/reprints

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