International Journal of Quality & Reliability ManagementEmerald Article: Service quality models: a reviewNitin Seth, S.G. Deshmukh, Prem Vrat

Article information:

To cite this document: Nitin Seth, S.G. Deshmukh, Prem Vrat, (2005),"Service quality models: a review", International Journal of Quality & Reliability Management, Vol. 22 Iss: 9 pp. 913 - 949

Permanent link to this document: http://dx.doi.org/10.1108/02656710510625211

Downloaded on: 02-10-2012

References: This document contains references to 56 other documents

Citations: This document has been cited by 50 other documents

To copy this document: permissions@emeraldinsight.com

This document has been downloaded 18478 times since 2005. *

Users who downloaded this Article also downloaded: *

Abby Ghobadian, Simon Speller, Matthew Jones, (1994),"Service Quality: Concepts and Models", International Journal of Quality & Reliability Management, Vol. 11 Iss: 9 pp. 43 - 66http://dx.doi.org/10.1108/02656719410074297

Tigineh Mersha, Veena Adlakha, (1992),"Attributes of Service Quality: The Consumers' Perspective", International Journal of Service Industry Management, Vol. 3 Iss: 3 pp. 34 - 45http://dx.doi.org/10.1108/09564239210015157

Riadh Ladhari, (2008),"Alternative measures of service quality: a review", Managing Service Quality, Vol. 18 Iss: 1 pp. 65 - 86http://dx.doi.org/10.1108/09604520810842849

Access to this document was granted through an Emerald subscription provided by NORTH CAROLINA STATE UNIVERSITY For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.

About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

*Related content and download information correct at time of download.

Service quality models: a reviewNitin Seth and S.G. Deshmukh

Indian Institute of Technology, New Delhi, India, and

Prem VratIndian Institute of Technology, Roorkee, India

Abstract

Purpose – The main objective of this paper is to critically appraise various service quality modelsand identify issues for future research based on the critical analysis of literature.

Design/methodology/approach – The paper critically examines 19 different service qualitymodels reported in the literature. The critical review of the different service quality models is intendedto derive linkage between them, and highlight the area for further research.

Findings – The review of various service quality model revealed that the service quality outcomeand measurement is dependent on type of service setting, situation, time, need etc factors. In additionto this even the customer’s expectations towards particular services are also changing with respect tofactors like time, increase in the number of encounters with a particular service, competitiveenvironment, etc. This paper provides a rich agenda for future research in the subject.

Research limitations/implications – This research developed a linkage between the differentservice quality models.

Practical implications – The growth of literature in the field of service quality seems to havedeveloped sequentially, providing a continuous updating and learning from the findings/observationsof predecessors. This paper provides new directions to service quality researchers.

Originality/value – This paper explores new directions in service quality research and offerspractical help to researchers and practitioners in providing a direction for service qualityimprovement.

Keywords Customer satisfaction, SERVQUAL, Communication technologies, Service delivery,Service levels, Customer services quality

Paper type Literature review

IntroductionDuring the past few decades service quality has become a major area of attention topractitioners, managers and researchers owing to its strong impact on businessperformance, 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 continuedresearch on the definition, modeling, measurement, data collection procedure, dataanalysis etc., issues of service quality, leading to development of sound base for theresearchers.

This documented knowledge base through several studies on the subject can be ofgreat use to researchers and practitioners in providing a direction on how toexplore/modify the existing service quality concepts with the changing world scenario(shift from conventional personalized services to web enabled services).

For an organization to gain competitive advantage it must use technology to gatherinformation on market demands and exchange it between organizations for the

The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at

www.emeraldinsight.com/researchregister www.emeraldinsight.com/0265-671X.htm

Service qualitymodels

913

Received January 2004Revised July 2004

International Journal of Quality &Reliability Management

Vol. 22 No. 9, 2005pp. 913-949

q Emerald Group Publishing Limited0265-671X

DOI 10.1108/02656710510625211

purpose of enhancing the service quality. Researchers and managers thrive forlearning details about components of service quality in their organization of obviousreasons of customer satisfaction, increased profitability etc. In this context model gainsspecific importance as it not only help in learning the factors associated with it but alsowill provide a direction for improvements.

A conceptual model attempts to show the relationships that exist between salientvariables. (Ghobadian et al., 1994). It is a simplified description of the actual situations.It is envisaged that conceptual models in service quality enable management toidentify quality problems and thus help in planning for the launch of a qualityimprovement program thereby improving the efficiency, profitability and overallperformance.

This paper makes an attempt to study various service quality models covering theaspects of conventional services to web interacted services. The primary aim of thesemodels is to enable the management to understand and enhance the quality of theorganization and its offering. Nineteen conceptual service quality models reportedduring the period (1984-2003) are reviewed in this paper. Each of them is representativeof a different point of view about services.

The organization of this paper is as follows: initially after highlighting the need forthe present study, a generalized framework of the study is presented. This is followedby a brief discussion of the models and a critical appraisal of the same. Finally theagenda for future research is spelt out.

Need for present studyToday globalization and liberalization are affecting economies of not only developingbut also developed countries. The focus areas for organizations are also changing fromprofit maximization to maximizing profits through increased customer satisfaction. Thepressures of competition are forcing the organizations to not only look on the processesbut also on the way they are delivered. During past two decades business scenario haschanged 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 supportsystems.

. 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, increasedcustomer knowledge and awareness etc., it becomes a must to deliver the services

IJQRM22,9

914

better then its competitor at agreed price. In this context, the subject of service qualityneeds a fresh understanding in the current business scenario. This study can help toidentify the research gaps and thus attempts to provide benefits to practicingmanagers and researchers.

Framework for studyThe subject of service quality is very rich in context of definitions, models andmeasurement issue. Several researchers explored the subjects with varyingperspectives and using different methodologies. The following factors seem to besuitable for comparative evaluations of the models:

. Identification of factors affecting service quality.

. 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 theenvironment/conditions.

. Suggests suitable measures for improvements of service quality both upstreamand down stream the organization in focus.

. Identifies future needs (infrastructure, resources) and thus provide help inplanning.

. 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 servicequality models in the above light.

Service quality modelsThe present study is an attempt to review 19 service models in the light of the changedbusiness scenario and analyze the models for the suitability/need for modification inthe current context. The models are presented using a standard structure, i.e. coveringbrief discussion and the major observations on the models. The next section covers theevaluation of these models for above parameters. The brief discussions on the modelsare as under:

SQ1. Technical and functional quality model (Gronroos, 1984)A firm in order to compete successfully must have an understanding of consumerperception of the quality and the way service quality is influenced.

Managing perceived service quality means that the firm has to match the expectedservice 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):

Service qualitymodels

915

(1) Technical quality is the quality of what consumer actually receives as a resultof his/her interaction with the service firm and is important to him/her and tohis/her evaluation of the quality of service.

(2) Functional quality is how he/she gets the technical outcome. This is importantto 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 builtup mainly by technical and functional quality of service including theother factors (tradition, ideology, word of mouth, pricing and publicrelations).

SQ2: GAP model (Parasuraman et al., 1985)Parasuraman et al. (1985) proposed that service quality is a function of the differencesbetween expectation and performance along the quality dimensions. They developed aservice quality model (Figure 2) based on gap analysis. The various gaps visualized inthe model are:

Gap 1: Difference between consumers’ expectation and management’s perceptionsof those expectations, i.e. not knowing what consumers expect.

Gap 2: Difference between management’s perceptions of consumer’s expectationsand service quality specifications, i.e. improper service-quality standards.

Gap 3: Difference between service quality specifications and service actuallydelivered i.e. the service performance gap.

Gap 4: Difference between service delivery and the communications to consumersabout service delivery, i.e. whether promises match delivery?

Figure 1.Service quality model

IJQRM22,9

916

Gap 5: Difference between consumer’s expectation and perceived service. This gapdepends on size and direction of the four gaps associated with the deliveryof service quality on the marketer’s side.

According to this model, the service quality is a function of perception andexpectations and can be modeled as:

SQ ¼ Skj¼1ðPij � EijÞ

where:

SQ ¼ overall service quality; k ¼ number of attributes.

Pij ¼ Performance perception of stimulus i with respect to attribute j.

Eij ¼ Service quality expectation for attribute j that is the relevant norm forstimulus i.

This exploratory research was refined with their subsequent scale named SERVQUALfor measuring customers’ perceptions of service quality. (Parasuraman et al., 1988). Atthis 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 andunderstanding/knowing the customers. Later SERVQUAL was revised in 1991 by

Figure 2.Gap analysis model

Service qualitymodels

917

replacing “should” word by “would” and in 1994 by reducing the total number of itemsto 21, but five dimensional structure remaining the same. In addition to this empiricalresearch, the authors characterized and further delineated the four gaps identified intheir research of 1985. This led to extended service quality model (Figure 3). According

Figure 3.Extended model of servicequality

IJQRM22,9

918

to this extended model most factors involve communication and control processimplemented in organizations to manage employees.

SQ3. Attribute service quality model (Haywood-Farmer, 1988)This model (Figure 4) states that a service organization has “high quality” if it meetscustomer preferences and expectations consistently. According to this, the separation ofattributes into various groups is the first step towards the development of a servicequality model. In general, services have three basic attributes: physical facilities andprocesses; people’s behaviour; and professional judgment. Each attribute consists of

Figure 4.Attribute service quality

model

Service qualitymodels

919

several factors. In this model, each set of attributes forms an apex of the triangle as shownin Figure 4. Too much concentration on any one of these elements to the exclusion of othermay be appropriate it may lead to disaster for e.g. too much emphasis on procedures maygive 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 andinteraction, degree of labour intensity and degree of service customization in to this model.For example services, which are low in terms of customers’ contact customization andlabor intensity (utilities, transportation of goods etc.), are closer to physical facility andprocess attribute of the model. Thus, the model suggests that special care at this instantmust 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)A service quality gap may exist even when a customer has not yet experienced the servicebut learned through word of mouth, advertising or through other media communications.Thus there is a need to incorporate potential customers’ perceptions of service qualityoffered as well as actual customers’ perceptions of service quality experienced.

This model attempts to integrate traditional managerial framework, service designand operations and marketing activities.The purpose of this model is to identify thedimensions associated with service quality in a traditional managerial framework ofplanning, implementation and control. The synthesised model of service quality (Figure 5)considers three factors, viz. company image, external influences and traditional marketingactivities 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 qualityand its relationship with consumer satisfaction and purchase intentions. Theycompared computed difference scores with perception to conclude that perceptionsonly are better predictor of service quality.

They argued on the framework of Parasuraman et al. (1985), with respect toconceptualization and measurement of service quality and developed performance onlymeasurement of service quality called SERVPERF by illustrating that service qualityis a form of consumer attitude and the performance only measure of service quality isan enhanced means of measuring service quality. They argued that SERVQUALconfounds satisfaction and attitude. They stated that service quality can beconceptualized as “similar to an attitude”, and can be operationalized by theadequacy-importance model. In particular, they maintained that Performance insteadof “Performance-Expectation” determines service quality.

Service quality is evaluated by perceptions only without expectations and withoutimportance weights according to the formula:

SQ ¼ Skj¼1Pij

where:

SQ ¼ overall service quality;

k ¼ the number of attributes;

Pij ¼ performance perception of stimulus i with respect to attribute j.

IJQRM22,9

920

SQ6. Ideal value model of service quality (Mattsson, 1992)In majority of the studies on service quality “expectation is treated as belief abouthaving desired attributes as the standard for evaluation”. However, this issue needs tobe examined in the light of other standards such as experience based, ideal, minimumtolerable and desirable. The model argues for value approach to service quality,modeling it as an outcome of satisfaction process.

Figure 5.Synthesised model of

service quality

Service qualitymodels

921

This value-based model of service quality suggests the use of a perceived idealstandard against which the experience is compared. Figure 6 shows that implicitnegative disconfirmation on a pre-conscious value level, is then hypothesized todetermine satisfaction on a “higher” attitude level. This negative disconfirmation is themajor determinant of consumer satisfaction, more attention should be given tocognitive processes by which consumers’ service concepts are formed and changed.

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 themeasurement of service quality, i.e. SERVQUAL (Parasuraman et al., 1988) as: conceptualdefinition ambiguity; theoretical justification of expectations in the measurement of servicequality; 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 individualevaluates object i with perceived certainty and that the object I has a constant amountof each attribute also with Minkowski space parameter equals to unity. The perceivedquality is modeled as:

Qi ¼ –1½Smj¼1wjjðAjk – I jÞj�

where:

Qi ¼ The individual’s perceived quality of object i.

wj ¼ Importance of attribute j as a determinant of perceived quality.

Aij ¼ Individual’s perceived amount of attribute j possessed by object i.

Ij ¼ The ideal amount of attribute j as conceptualized in classical ideal pointattitudinal models.

m ¼ Number of attributes.

With an assumption that perceived ability of the product to deliver satisfaction can beconceptualized as the product’s relative congruence with the consumer’s ideal productfeatures.

Normed quality model: if the object i is defined as the excellence norm that is thefocus of revised SERVQUAL concept, the above equations can be used to define theperceived quality of excellence norm Qe in terms of the similarity between the excellence

Figure 6.Value and attitude innegative disconfirmation

IJQRM22,9

922

norm and the ideal object with respect to “m” attributes. The quality of another object i,Qi relative to the quality of excellence norm then normed quality (NQ) is:

NQ ¼ Qi 2 Qe

� �

NQ ¼ Normed quality index for object i.

Qe ¼ The individual’s perceived quality of the excellence norm object.

For infinite ideal points, normed quality is:

NQ ¼Xm

j¼1wjðAij 2 AejÞ

Aej ¼ individual’s perceived amount of attribute “j” possessed by the excellencenorm “e”.

SQ8. IT alignment model (Berkley and Gupta, 1994)Investments in information technology (IT) sectors are generally aimed at productivityof efficiency gains with a little attention to improve customer service and long-runcustomer effectiveness. This model (Figure 7) links the service and the informationstrategies of the organization. It describes the use of IT for improving service qualitythrough a number of case studies from variety of sectors (banking, courier,transportation, manufacturing and services industries).

Figure 7.IT alignment model

Service qualitymodels

923

This model describes in detail where IT had been used or could be used to improvespecific 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 andinformation system (IS) strategies must be tightly coordinated and aligned. The modelexplains 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-basedself-service options. Self-service is becoming popular day by day owing to high cost oflabour in service deliveries.

The attribute model (Figure 8(a)) is based on what consumers would expect fromsuch option. It is based on cognitive approach to decision making, where consumerswould use a compensatory process to evaluate attributes associated with thetechnology 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 theuse of technology. It is based on an affective approach to decision making whereconsumers would use overall predispositions to form expectation self-service qualityfor a technology-based self-service option.

In both the models expected service quality would influence intentions to usetechnology-based self-service option.

Figure 8.(a) Attribute based model(b) Overall affect model

IJQRM22,9

924

SQ10. Model of perceived service quality and satisfaction (Spreng and Mackoy, 1996)This model (Figure 9) attempts to enhance the understanding of the constructsperceived service quality and consumer satisfaction. This model is modification toOliver’s (1993) model. The model highlights the effect of expectations, perceivedperformance desires, desired congruency and expectation disconfirmation on overallservice quality and customer satisfaction. These are measured through set of tenattributes of advising (convenience in making an appointment, friendliness of the staff,advisor listened to my questions, the advisor provided accurate information, theknowledge of the advisor, the advice was consistent, advisor helped in long-rangeplanning, the advisor helped in choosing the right courses for career, advisor wasinterested in personal life, and the offices were professional).

SQ11. PCP attribute model (Philip and Hazlett, 1997)The authors propose a model that takes the form of a hierarchical structure – based onthree main classes of attributes – pivotal, core and peripheral. According to the model(Figure 10), every service consists of three, overlapping, areas where the vast majorityof 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 (jointlyrepresenting inputs and processes).

The pivotal attributes, located at the core, are considered collectively to be the singlemost determining influence on why the consumer decided to approach a particularorganization and exert the greatest influence on the satisfaction levels. They aredefined as the “end product” or “output” from the service encounter; in other words,

Figure 9.Satisfaction-service

quality model

Service qualitymodels

925

what the consumer expects to achieve and receive, perhaps even “take away, when theservice process is duly completed.

Core attributes, centered around the pivotal attributes, can best be described as theamalgamation of the people, processes and the service organizational structurethrough which consumers must interact and/or negotiate so that they canachieve/receive the pivotal attribute.

Figure 10.PCP attribute model

IJQRM22,9

926

The third level of model focuses on the peripheral attributes which can be defined asthe “incidental extras” or frills designed to add a “roundness” to the service encounterand make the whole experience for the consumer a complete delight.

When a consumer makes an evaluation of any service encounter, he is satisfied ifthe pivotal attributes are achieved, but as the service is used more frequently the coreand peripheral attributes may began to gain importance.

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 serviceencounters through two alternative models. Value can be defined as a comparisonbetween what consumers get and what they give, suggesting that value is acomparison of benefits and sacrifices. (Zeithaml et al., 1988). Value construct used inthis model is “value for money”.

Model 1: this model highlights that in addition to product quality and priceperceptions, functional service quality and technical service quality perceptions bothdirectly influence value perceptions.

Model 2: this model highlights that in addition functional service qualityperceptions directly influence consumers’ willingness to buy. Functional servicequality perceptions also influence technical service quality perceptions, which in turninfluence product quality perceptions and neither of the two directly influence valueperceptions.

On analysis, of modification indices for model 2 (being superior to model 1) it ispossible to make significant improvement in this model (Figure 11) by allowingtechnical 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, customervalue and customer satisfaction. The proposed model focuses mainly on post purchasedecision process. Arrows in the model indicate causal directions. The modelincorporates key variables such as perceptions, service quality, consumer satisfaction,customer value and intentions to repurchase. Finally word of mouth communicationintention 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 incustomer’s post-purchase decision-making process. It is an immediate antecedent tocustomer satisfaction and repurchase intentions. Results also indicate that perceivedprice has a negative influence on perceived customer value and no relationship withperceived service quality.

SQ14. Antecedents and mediator model (Dabholkar et al., 2000)A comprehensive model of service quality is depicted in Figure 13, which includes anexamination of its antecedents, consequences, and mediators to provide a deeperunderstanding of conceptual issues related to service quality. This model examinessome conceptual issues in service quality as: the relevant factors related to servicequality better conceived as components or antecedents and the relationship ofcustomer satisfaction with behavioral intentions.

Service qualitymodels

927

SQ15. Internal service quality model (Frost and Kumar, 2000)The authors have developed an internal service quality model based on the concept ofGAP model (Parasuraman et al., 1985). The model (Figure 14) evaluated thedimensions, and their relationships, that determine service quality among internalcustomers (front-line staff) and internal suppliers (support staff) within a large serviceorganization.

The internal gap 1 shows the difference in support staff’s perception (internalsupplier) of front-line staff’s expectation (internal customers). Internal gap 2 is thesignificant difference between service quality specifications and the service actually

Figure 12.Model of service quality,customer value andcustomer satisfaction

Figure 11.Modified model

IJQRM22,9

928

delivered resulting in an internal service performance gap. Internal gap 3 is the gapwhich focuses on the front-line staff (internal customers). The gap is based on thedifference between front-line staff’s expectations and perceptions of support staff’s(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 bankbranch performance. The branch may report high volume of products and services offeredas 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 directionsto a bank branch for optimal utilization of its resources. The model does not aim todevelop the service quality measures, rather guides how such measures can beincorporated for service quality improvements. The model points out resources that are

Figure 14.Internal service quality

model

Figure 13.Antecedents and mediator

model

Service qualitymodels

929

not properly utilized. The inputs to the model consists of two sets: consumableresources such as personnel, space, time etc. and the number of accounts in differentcategories. The output of the model is the level of service quality perceived by thepersonnel of the branch. The data envelope analysis (DEA) model (Figure 15) comparesbranches on how well they transform these resources (inputs) to achieve their level ofservice quality (output) given the client base. The DEA model will identifyunder-performers and suggest ways for their improvement.

The input minimization DEA model will provide information on how much couldthe consumables resources be reduced while delivering the same level of servicequality, while the output maximization DEA model will provide information on howmuch service quality can be improved using the same consumable resources.

SQ17. Internet banking model (Broderick and Vachirapornpuk, 2002)One of the key challenges of the internet as a service delivery channel is how service firmscan manage service quality as these remote formats bring significant change in customerinteraction and behavior. This study proposes and tests a service quality model ofinternet banking (Figure 16). The research uses participant observation and narrativeanalysis of UK internet web site community to explore how internet banking customersperceive and elements of this model. In the context of internet, five key elements aretreated as central influences on perceived service quality: They are: customer expectationsof the service; the image and reputation of the service organization; aspects of the servicesetting; 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 serviceoptions. Service providers are using IT to reduce costs and create value-added servicesfor their customers. It proposes a service quality model (Figure 17) that links customerperceived IT-based service options to traditional service dimensions. The model

Figure 15.Data envelope analysisservice quality model

IJQRM22,9

930

attempts to investigate the relationship between IT-based services and customers’perceptions of service quality. The IT-based service construct is linked to servicequality as measured by SERVQUAL (Parasuraman et al., 1988, 1991). Several keyvariables affecting customers’ views of IT-based services are identified and depicted inFigure 17.

Figure 16.Model of service quality in

internet banking

Figure 17.Information

technology-based servicequality model

Service qualitymodels

931

The model focuses on the linkages among the service dimensions as measured bySERVQUAL, the constructs representing the IT-based service quality, preferencestowards traditional services, experiences in using IT-based services, and perceived ITpolicies. The impacts of these constructs on perceived service quality and customersatisfaction are also specified.

SQ19. Model of e-service quality (Santos, 2003)Service quality is one of the key factors in determining the success or failure ofelectronic commerce. E-service can be defined as the role of service in cyberspace (Rustand Lemon, 2001).

This study proposes a conceptual model of e-service quality (Figure 18) with itsdeterminants. It is proposed that e-service quality have incubative (proper design of aweb 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) forincreasing hit rates, stickiness, and customer retention.

Observations and evaluation of service quality modelOwing to the importance of service quality, there has been a systematic development ofa variety of concepts and models.

Lineage of service quality modelsIt is interesting to trace the development of the models in the literature. The growth ofliterature in the field of service quality seem to have developed sequentially, providinga continuous updation and learning from the finding /observations of predecessors.

Gronroos (1984, p. 42) (SQ1) observed that word-of-mouth (WOM) has a moresubstantial impact on potential customers then traditional marketing activities, and

Figure 18.e-service quality model

IJQRM22,9

932

also highlighted the need for service quality research based on consumers’ views. LaterParasuraman et al. (1985) (SQ2) modeled service quality as a gap between consumerand marketer sides at different levels, using WOM as a key contributor to the expectedservice. Later Parasuraman et al. (1988; 1991) developed and revised service qualitymeasurement 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 takingthe inputs from above two models (SQ1 and SQ2).

The measurement of service quality through gap model and SERVQUAL wascriticized by:

. Cronin and Taylor (1992) (SQ5) and Teas (1993) (SQ7) and they proposedSERVPERF (a service quality tool for measuring perceptions only) and EP(Evaluated Performance) model respectively. This was again criticized byParasuraman et al. (1994), and further counter-acted by Cronin and Taylor (1994)and Teas (1994).

. Haywood-Farmer (1988) (SQ3), Philip and Hazlett (1997) (SQ11) developedattribute service quality models.

Cronin and Taylor (1992, p. 65) pointed out that service quality is a antecedent ofconsumer satisfaction, which has a significant on purchase intentions. This led to thedevelopment of model of perceived service quality and satisfaction (Spreng andMackoy, 1996) (SQ10). Dabholkar et al. (2000) (SQ14) further examined the relationshipbetween two constructs and proposed antecedents and mediator model.

Cronin and Taylor (1992, p. 65) pointed out that consumers don’t always buy bestquality service, they might instead purchase on the basis of their assessment of valueof service. This highlighted the importance of “value” and thus acts as a motivatingpoint for researchers to include/model value for improvement/understanding of servicequality. 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 areincreasingly offering their customers IT-based service options. Service providers areusing 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 formanagement use. The increased importance of IT motivated researchers tounderstand better how service customers evaluate IT-based services and how theirevaluations affect their perceptions of the overall service quality of the service providerand of their own satisfaction. This led the related developments of models by Berkleyand 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 withavailable inputs, and this led to the development of DEA-based model (Soteriou andStavrinides (2000) (SQ16).

The systematic lineage between the 19 service quality models is depicted inFigure 19.

From the review, it is clear that there does not seem to be a well-accepted conceptualdefinition and model of service quality nor there is any generally accepted operational

Service qualitymodels

933

definition of how to measure service quality. However majority of models anddefinitions support the view of evaluating service quality by comparing their servicequality expectation with their perceptions of service quality they have experienced.The evaluation of the models as identifying their findings and weaknesses arepresented 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 debatesfor P-E measurement of service quality and in favour of SERVPERF (Cronin andTaylor, 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 ofAsubonteng et al. (1996) and Buttle (1996). Appreciating the importance andsignificance 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 orits modification for measurement of service quality.

Figure 19.Lineage of service qualitymodels

IJQRM22,9

934

Mod

eln

o./t

yp

eK

eyfi

nd

ing

s/ap

pli

cati

ons

Sel

ect

wea

kn

esse

s/li

mit

atio

ns

SQ

1.T

ech

nic

alan

dfu

nct

ion

alq

ual

ity

mod

elS

erv

ice

qu

alit

yd

epen

ds

onte

chn

ical

qu

alit

y,f

un

ctio

nal

qu

alit

yan

dco

rpor

ate

imag

eof

the

org

aniz

atio

nin

con

sid

erat

ion

Fu

nct

ion

alq

ual

ity

ism

ore

imp

orta

nt

than

the

tech

nic

alq

ual

ity

Th

em

odel

doe

sn

otof

fer

anex

pla

nat

ion

onh

owto

mea

sure

fun

ctio

nal

and

tech

nic

alq

ual

ity

SQ

2.G

apm

odel

Th

em

odel

isan

anal

yti

cal

tool

.It

enab

les

the

man

agem

ent

toid

enti

fysy

stem

atic

ally

serv

ice

qu

alit

yg

aps

bet

wee

na

nu

mb

ers

ofv

aria

ble

saf

fect

ing

the

qu

alit

yof

the

offe

rin

gT

his

mod

elis

exte

rnal

lyfo

cuse

d.

Itis

cap

able

ofas

sist

ing

the

man

agem

ent

toid

enti

fyth

ere

lev

ant

serv

ice

qu

alit

yfa

ctor

sfr

omth

ev

iew

poi

nt

ofth

eco

nsu

mer

Ex

plo

rato

ryst

ud

yT

he

mod

eld

oes

not

exp

lain

the

clea

rm

easu

rem

ent

pro

ced

ure

for

the

mea

sure

men

tof

gap

sat

dif

fere

nt

lev

els

SQ

3.A

ttri

bu

tese

rvic

eq

ual

ity

mod

elT

his

mod

elp

rov

ides

ab

ase

ofse

gre

gat

ing

serv

ice

org

aniz

atio

non

thre

ed

imen

sion

sfo

rb

ette

rm

anag

emen

tof

qu

alit

yT

he

mod

elh

asth

ep

oten

tial

toen

han

ceu

nd

erst

and

ing

ofth

eco

nce

pts

ofse

rvic

eq

ual

ity

and

hel

pto

gu

ide

abou

tta

rget

ing

tow

ard

sth

eri

gh

tcu

stom

erse

gm

ent

Th

ism

odel

isu

sefu

lbot

hin

the

des

ign

stag

ean

dp

erio

dic

ally

asth

ese

rvic

ean

dp

ossi

bly

cust

omer

tast

eev

olv

e

Itd

oes

not

offe

rth

em

easu

rem

ent

ofse

rvic

eq

ual

ity

Itd

oes

not

offe

ra

pra

ctic

alp

roce

du

reca

pab

leof

hel

pin

gm

anag

emen

tto

iden

tify

serv

ice

qu

alit

yp

rob

lem

sor

pra

ctic

alm

ean

sof

imp

rov

ing

serv

ice

qu

alit

y

SQ

4.S

yn

thes

ized

mod

elof

serv

ice

qu

alit

yT

he

use

ofth

ism

odel

and

rela

ted

man

ager

ial

task

sca

nh

elp

man

ager

sto

imp

rov

eth

esu

cces

sof

thei

rse

rvic

eof

feri

ng

sin

any

ind

ust

ryT

his

mod

elid

enti

fies

key

var

iab

les

that

req

uir

esy

stem

atic

man

agem

ent

atte

nti

onin

pla

nn

ing

,im

ple

men

tati

onan

dco

ntr

olli

ng

serv

ice-

mar

ket

ing

stra

teg

ies

that

pre

ven

tor

min

imiz

ese

rvic

eq

ual

ity

gap

Nee

ds

emp

iric

alv

alid

atio

nN

eed

tob

ere

vie

wed

for

dif

fere

nt

typ

eof

serv

ice

sett

ing

s

SQ

5.P

erfo

rman

ceon

lym

odel

Ser

vic

eq

ual

ity

shou

ldb

eco

nce

ptu

aliz

edan

dm

easu

red

asan

atti

tud

eT

he

per

form

ance

-bas

edS

ER

VP

ER

Fis

effi

cien

tin

com

par

ison

wit

hS

ER

VQ

UA

L,a

sit

dir

ectl

yre

du

ces

the

nu

mb

erof

item

sb

y50

per

cen

tan

dth

ere

sult

sar

eb

ette

rS

erv

ice

qu

alit

yis

anan

tece

den

tof

con

sum

ersa

tisf

acti

onan

dm

ayh

ave

ab

ette

ref

fect

onp

urc

has

ein

ten

tion

sth

anse

rvic

eq

ual

ity

Nee

dto

be

gen

eral

ized

for

all

typ

esof

serv

ice

sett

ing

sQ

uan

tita

tiv

ere

lati

onsh

ipb

etw

een

con

sum

ersa

tisf

acti

onan

dse

rvic

eq

ual

ity

nee

dto

be

esta

bli

shed

(continued

)

Table I.Summary of service

quality models

Service qualitymodels

935

Mod

eln

o./t

yp

eK

eyfi

nd

ing

s/ap

pli

cati

ons

Sel

ect

wea

kn

esse

s/li

mit

atio

ns

SQ

6.Id

eal

val

ue

mod

elof

serv

ice

qu

alit

yT

his

mod

elin

corp

orat

esan

dd

efin

esth

eim

por

tan

ceof

div

erse

com

pon

ents

ofth

ese

rvic

een

cou

nte

rto

be

stu

die

dT

his

mod

elp

rov

ides

an

ewle

arn

ing

per

spec

tiv

eon

how

anid

eal

stan

dar

dca

nb

efo

rmed

and

how

itca

nb

esu

stai

ned

men

tall

yT

he

mod

elh

igh

lig

hts

atte

nti

onto

the

imp

orta

nce

ofn

egat

ive

dis

con

firm

atio

nex

per

ien

ceas

ad

eter

min

ant

for

sati

sfac

tion

outc

ome.

Few

ern

um

ber

ofit

ems

use

dfo

rv

alu

ean

dcu

stom

ersa

tisf

acti

onN

eed

sto

be

defi

ned

for

all

typ

esof

serv

ice

sett

ing

s

SQ

7.E

Pan

dN

Qm

odel

Th

em

odel

rais

eda

nu

mb

erof

issu

esp

erta

inin

gto

con

cep

tual

and

oper

atio

nal

defi

nit

ion

sof

exp

ecta

tion

and

rev

ised

exp

ecta

tion

Th

ecr

iter

ion

and

con

stru

ctv

alid

ity

ofth

eE

Pm

odel

was

hig

her

than

bot

hth

eS

ER

VQ

UA

Lan

dN

Qm

odel

..

Th

ism

odel

was

test

edfo

rli

mit

edsa

mp

lesi

zean

dfo

rn

arro

wse

rvic

ese

ttin

g(d

isco

un

tst

ore)

SQ

8.IT

alig

nm

ent

mod

elT

his

mod

eld

escr

ibes

how

ITca

nb

eu

sed

toim

pro

ve

cust

omer

serv

ice

alon

gk

eyse

rvic

eq

ual

ity

dim

ensi

ons

incl

ud

ing

reli

abil

ity

,res

pon

siv

enes

s,co

mp

eten

ce,a

cces

s,co

mm

un

icat

ion

,se

curi

tyan

du

nd

erst

and

ing

the

cust

omer

Th

ism

odel

can

hel

pth

eor

gan

izat

ion

sto

real

ize

the

com

ple

teb

enefi

tof

usi

ng

info

rmat

ion

syst

ems

for

del

iver

ing

imp

rov

edq

ual

ity

ofse

rvic

eA

llow

sm

anag

ers

tou

nd

erst

and

the

com

mon

lyu

sed

tech

nol

ogie

sin

thei

rin

du

stry

and

det

erm

ine

app

rop

riat

ete

chn

olog

ysu

itin

gth

eir

req

uir

emen

ts

Iton

lyh

igh

lig

hts

the

imp

act

ofIT

onse

rvic

eq

ual

ity

.Th

em

odel

doe

sn

otof

fer

aw

ayto

mea

sure

and

mon

itor

serv

ice

qu

alit

yT

he

mod

elis

sile

nt

abou

tth

ele

vel

ofIT

use

for

par

ticu

lar

serv

ice

sett

ing

s.

SQ

9.A

ttri

bu

tean

dov

eral

laf

fect

mod

elT

he

attr

ibu

te-b

ased

mod

elis

fav

ored

info

rmin

gth

eev

alu

atio

ns

ofse

rvic

eq

ual

ity

for

tech

nol

ogy

-bas

edse

lf-s

erv

ice

opti

ons

Th

eov

eral

laf

fect

mod

elis

also

sup

por

ted

bu

tit

doe

sn

otad

dfu

rth

erex

pla

nat

ory

pow

erto

the

attr

ibu

te-b

ased

mod

el

Nee

ds

tob

eg

ener

aliz

edfo

rd

iffe

ren

tse

lf-s

erv

ice

opti

ons

Eff

ect

ofd

emog

rap

hic

var

iab

les,

pri

ce,

ph

ysi

cal

env

iron

men

tet

c.is

not

con

sid

ered

SQ

10.

Mod

elof

per

ceiv

edq

ual

ity

and

sati

sfac

tion

Th

ism

odel

show

sth

atse

rvic

eq

ual

ity

and

sati

sfac

tion

are

dis

tin

ctan

dd

esir

esco

ng

ruen

cyd

oes

infl

uen

cesa

tisf

acti

onA

key

det

erm

inan

tof

serv

ice

qu

alit

yan

dcu

stom

ersa

tisf

acti

onis

mee

tin

gcu

stom

erd

esir

es.R

isin

gex

pec

tati

ons

hav

ea

pos

itiv

eef

fect

oncu

stom

ersa

tisf

acti

onp

erce

pti

ons

ofp

erfo

rman

ce,b

ut

they

also

hav

ea

neg

ativ

eef

fect

onsa

tisf

acti

onth

rou

gh

dis

con

firm

atio

n

Th

em

odel

doe

sn

oth

igh

lig

ht

how

the

serv

ice

qu

alit

yis

ach

iev

edan

dop

erat

ion

aliz

edT

he

mod

elis

wea

kin

pro

vid

ing

dir

ecti

ons

for

imp

rov

emen

tsin

serv

ice

qu

alit

y

(continued

)

Table I.

IJQRM22,9

936

Mod

eln

o./t

yp

eK

eyfi

nd

ing

s/ap

pli

cati

ons

Sel

ect

wea

kn

esse

s/li

mit

atio

ns

SQ

11.

PC

Pat

trib

ute

mod

elP

rov

ides

asi

mp

le,e

ffec

tiv

ean

dg

ener

alfr

amew

ork

ofas

sess

ing

serv

ice

qu

alit

yfo

ran

yse

rvic

ese

ctor

Hig

hli

gh

tsth

ear

eaof

imp

rov

emen

tsfo

rse

rvic

eq

ual

ity

dep

end

ing

onth

efr

equ

ency

ofen

cou

nte

rT

he

dim

ensi

ons

toth

ese

thre

ele

vel

sof

attr

ibu

tes

are

ind

ivid

ual

sect

or-d

epen

den

tan

dw

ith

refe

ren

ceto

con

sum

er

Th

em

odel

isla

ckin

gin

pro

vid

ing

gen

eral

dim

ensi

ons

toth

ree

lev

els

ofat

trib

ute

sL

ack

sem

pir

ical

val

idat

ion

SQ

12.R

etai

lser

vic

eq

ual

ity

and

per

ceiv

edv

alu

eT

he

tech

nic

alse

rvic

eq

ual

ity

isan

imp

orta

nt

con

trib

uto

rto

pro

du

ctq

ual

ity

and

val

ue

per

cep

tion

san

dh

ence

infl

uen

ces

wil

lin

gn

ess

tob

uy

Fu

nct

ion

alse

rvic

eq

ual

ity

has

ind

irec

tin

flu

ence

onw

illi

ng

nes

sto

bu

yth

rou

gh

pro

du

ctq

ual

ity

and

val

ue

per

cep

tion

;how

ever

.it

has

infl

uen

ceon

wil

lin

gn

ess

tob

uy

that

isin

dep

end

ent

ofp

rod

uct

asse

ssm

ent

(poo

rst

aff

man

ner

s)

Th

em

odel

con

sid

ers

only

one

val

ue

con

stru

ct,

i.ev

alu

efo

rm

oney

Few

ern

um

ber

ofit

ems

per

con

stru

ctar

eta

ken

inth

isst

ud

y

SQ

13.S

erv

ice

qu

alit

y,c

ust

omer

val

ue

and

cust

omer

sati

sfac

tion

mod

el

Th

em

odel

can

be

use

das

afr

amew

ork

for

un

der

stan

din

gco

nsu

mer

dec

isio

np

roce

ssas

wel

las

eval

uat

ing

com

pan

yp

erfo

rman

ceT

his

mod

elp

rov

ides

dir

ecti

ons

and

targ

ets

for

cust

omer

-ori

ente

dco

mp

any

effo

rts

Mod

eln

eed

sto

be

gen

eral

ized

for

dif

fere

nt

typ

esof

serv

ice

sett

ing

sM

odel

var

iab

les

are

mea

sure

dth

rou

gh

rela

tiv

ely

few

erit

ems

SQ

14.

An

tece

den

tsan

dm

edia

tor

mod

elC

onsu

mer

sev

alu

ate

dif

fere

nt

fact

ors

rela

ted

toth

ese

rvic

eb

ut

also

form

ase

par

ate

over

all

eval

uat

ion

ofth

ese

rvic

eq

ual

ity

(wh

ich

isn

ota

stra

igh

tfor

war

dsu

mof

the

com

pon

ents

)T

he

ante

ced

ent’

sm

odel

can

pro

vid

eco

mp

lete

un

der

stan

din

gof

serv

ice

qu

alit

yan

dh

owth

ese

eval

uat

ion

sar

efo

rmed

Cu

stom

ersa

tisf

acti

onis

ab

ette

rp

red

icto

rof

beh

avio

ral

inte

nti

ons

Ast

ron

gm

edia

tin

gro

lew

asfo

un

d,

con

firm

ing

that

itis

imp

orta

nt

tom

easu

recu

stom

ersa

tisf

acti

onse

par

atel

yfr

omse

rvic

eq

ual

ity

wh

entr

yin

gto

det

erm

ine

cust

omer

eval

uat

ion

sof

serv

ice

An

tece

den

tsof

cust

omer

sati

sfac

tion

hav

en

otb

een

exp

lore

dT

he

mod

elm

easu

res

beh

avio

ura

lin

ten

tion

rath

erth

anac

tual

beh

avio

ur

Nee

ds

tob

eg

ener

aliz

edfo

rd

iffe

ren

tse

rvic

ese

ttin

gs

SQ

15.

Inte

rnal

serv

ice

qu

alit

ym

odel

Th

ep

erce

pti

ons

and

exp

ecta

tion

sof

inte

rnal

cust

omer

san

din

tern

alsu

pp

lier

sp

lay

am

ajor

role

inre

cog

niz

ing

the

lev

elof

inte

rnal

serv

ice

qu

alit

yp

erce

ived

Nee

dto

be

gen

eral

ized

for

all

typ

esof

inte

rnal

env

iron

men

tsE

ffec

tof

chan

ges

inex

tern

alen

vir

onm

ent

onm

odel

isn

otco

nsi

der

edS

Q16

.In

tern

alse

rvic

eq

ual

ity

DE

Am

odel

Ind

icat

esth

ere

sou

rces

,wh

ich

can

be

bet

ter

uti

lize

dto

pro

du

ceh

igh

erse

rvic

eq

ual

ity

lev

els

Doe

sn

otp

rov

ide

the

mea

sure

men

tof

serv

ice

qu

alit

yM

odel

ign

ores

oth

erb

ank

per

form

ance

mea

sure

s

(continued

)

Table I.

Service qualitymodels

937

Mod

eln

o./t

yp

eK

eyfi

nd

ing

s/ap

pli

cati

ons

Sel

ect

wea

kn

esse

s/li

mit

atio

ns

SQ

17.

Inte

rnet

ban

kin

gm

odel

Imp

lica

tion

for

the

man

agem

ent

ofq

ual

ity

inin

tern

etb

ank

ing

serv

ice

aris

esin

two

area

sa)

wit

hin

the

serv

ice

inte

rfac

ean

db

)w

ith

the

man

agem

ent

ofin

crea

sed

cust

omer

role

Th

ele

vel

and

nat

ure

ofcu

stom

erp

arti

cip

atio

nh

adth

eg

reat

est

imp

act

onth

eq

ual

ity

ofse

rvic

eex

per

ien

cean

dis

sues

such

ascu

stom

ers’

“zon

eof

tole

ran

ce”

and

the

deg

ree

ofro

leu

nd

erst

and

ing

by

cust

omer

san

dp

erce

ived

serv

ice

qu

alit

y

Not

mu

chem

pir

ical

wor

kca

rrie

dou

tT

he

mod

elis

bas

edon

the

exp

erie

nce

ofon

ew

ebsi

teon

ly,

nee

ds

tob

ev

alid

ated

wit

hot

her

exp

erie

nce

s

SQ

18.

IT-b

ased

mod

elIT

-bas

edse

rvic

esh

ave

ad

irec

tim

pac

ton

the

reli

abil

ity

,re

spon

siv

enes

san

das

sura

nce

dim

ensi

ons

and

anin

dir

ect

imp

act

oncu

stom

ersa

tisf

acti

onan

dp

erce

ived

serv

ice

qu

alit

yIT

can

hel

pse

rvic

ep

rov

ider

sac

hie

ve

hig

her

lev

elof

cust

omer

sati

sfac

tion

Th

ecu

stom

erev

alu

atio

nof

IT-b

ased

serv

ices

isaf

fect

edb

yp

refe

ren

ceto

war

ds

trad

itio

nal

serv

ices

,p

ast

exp

erie

nce

inIT

-bas

edse

rvic

esan

dp

erce

ived

ITp

olic

ies

Few

ern

um

ber

ofit

ems

chos

ento

mea

sure

the

feel

ing

ofse

lf-c

ontr

olan

dco

mfo

rtin

usi

ng

IT-b

ased

serv

ices

Doe

sn

otp

rov

ide

am

easu

reof

serv

ice

qu

alit

yof

IT-b

ased

tran

sact

ion

s

SQ

19.

Mod

elof

e-se

rvic

eq

ual

ity

Itp

rov

ides

ab

ette

ru

nd

erst

and

ing

ofe-

serv

ice

qu

alit

yan

d,

ther

efor

e,to

ach

iev

eh

igh

cust

omer

rete

nti

on,

cust

omer

sati

sfac

tion

,an

dp

rofi

tab

ilit

yT

his

e-se

rvic

eq

ual

ity

mod

elca

nb

eof

assi

stan

ceto

all

com

pan

ies

that

eng

age

e-co

mm

erce

orp

lan

tod

oso

Ex

plo

rato

ryst

ud

yM

odel

did

not

pro

vid

esp

ecifi

cm

easu

rem

ent

scal

esN

ost

atis

tica

lan

aly

sis

carr

ied

out

Table I.

IJQRM22,9

938

Category B. Other models:. The other models which are different from the gap model.

Table II summarizes categorization of the earlier discussed models along with thesalient features of each of these models.

Table III presents an attempt to map the models based on the factors given in theearlier section “Frameworks for study”. It is clear from the review that none of themodels caters to the factors highlighted in that section, and so this demands research inthis direction.

Another issue emerging from the review is the identification of internal and externalcustomers. From service delivery point of view, one needs to clearly understanddistinction between these two classes of customers.. This issue further gains strength,as it is expected that the key to the success of any organization depends on thededicated employee base represented by the internal customers. Unless internalcustomers are satisfied, it may be difficult to visualize good quality service for theexternal customers.

The role and commitment of top management in delivering quality service to itscustomer also gains importance in the light of growing competitive pressure andglobalization of services.

Research issuesBased on the survey of literature, some research issues are identified (Table IV) whichrequire attention from researchers and practitioners. These research issues may becategorized 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. Abrief account of these issues is given below.

Category I: relation between various attributes of serviceQuality of service is affected by and affects a number of variables such as value,attitude, expectations and aspirations etc. These variables may also guide purchasingbehavior, financial performance etc. In this regard it may be interesting to develop atheoretical framework to establish clear linkages between various variables. Similarly,it needs to be explored if various attributes of service quality are independent? Is thisindependence context dependant?

Category II: role of technology such as ITTechnology plays an important role in improving quality of service. IT initiatives suchas EDI (electronic data interchange), POS (point of sales) information systems andsystems such as ERP (enterprise resource planning) may act as an enabler for valueenhancement. The following issues may need further attention:

. What type of information system architecture is needed for effective delivery ofquality service?

Service qualitymodels

939

S.n

o.C

ateg

ory

ofm

odel

Au

thor

(yea

r)M

odel

Res

pon

den

ts/t

est

aud

ien

ceM

eth

odof

coll

ecti

onof

dat

aS

cale

use

dM

eth

odof

anal

ysi

s

Mea

sure

men

tof

serv

ice

qu

alit

yad

dre

ssed

thro

ug

h

SQ

2A

Par

asu

ram

anet

al.

(198

5)G

apm

odel

Ran

ged

from

298

to48

7ac

ross

com

pan

ies/

tele

ph

one

co.,

secu

riti

esb

rok

erag

e,in

sura

nce

co.,

ban

ks

and

rep

air

and

mai

nte

nan

ce

Su

rvey

qu

esti

onn

aire

app

roac

hS

even

-poi

nt

Lik

ert

Pri

nci

pal

-ax

isfa

ctor

foll

owed

by

obli

qu

ero

tati

on

**

Ten

dim

ensi

ons

(rel

iab

ilit

y,

secu

rity

,re

spon

siv

enes

s,ac

cess

,co

mm

un

icat

ion

,ta

ng

ible

s,co

urt

esy

,cr

edib

ilit

y,

com

pet

ence

,u

nd

erst

and

ing

/kn

owin

g)

SQ

4*

Bro

gow

iczet

al.

(199

0)S

yn

thes

ized

mod

elof

serv

ice

qu

alit

y

–*

*A

nal

ysi

sn

otre

por

ted

Th

rou

gh

tech

nic

alan

dfu

nct

ion

alq

ual

ity

defi

nin

gp

lan

nin

g,

imp

lem

enta

tion

and

con

trol

task

sS

Q5

Cro

nin

and

Tay

lor

(199

2)P

erfo

rman

ceon

lym

odel

660/

ban

kin

g,

pes

tco

ntr

ol,

dry

-cle

anin

gan

dfa

stfo

od

Su

rvey

qu

esti

onn

aire

app

roac

hS

even

-poi

nt

sem

anti

cd

iffe

ren

tial

Pri

nci

pal

-ax

isfa

ctor

foll

owed

by

obli

qu

ero

tati

onan

dL

ISR

EL

con

firm

ator

y

22it

ems

sam

eas

SE

RV

QU

AL

bu

tw

ith

per

form

ance

only

stat

emen

ts

SQ

7T

eas

(199

3)N

orm

edq

ual

ity

and

eval

uat

edp

erfo

rman

cem

odel

120/

ran

dom

lyse

lect

edfr

omd

isco

un

tst

ores

Per

son

alin

terv

iew

–Q

ual

itat

ive

asse

ssm

ent,

corr

elat

ion

and

t-te

st

Lim

ited

sub

set

ofS

ER

VQ

UA

Lit

ems

(tw

oit

ems

each

offi

ve

dim

ensi

ons)

SQ

12S

wee

ney

etal.

(199

7):

Ret

ail

serv

ice

qu

alit

yan

dp

erce

ived

val

ue

mod

el

1,01

6re

spon

den

ts/e

lect

rica

lap

pli

ance

sst

ores

Su

rvey

qu

esti

onn

aire

met

hod

Sev

en-p

oin

tse

man

tic

dif

fere

nti

alsc

ale

Con

firm

ator

yfa

ctor

anal

ysi

su

sin

gL

ISR

EL

VII

I

Fu

nct

ion

alq

ual

ity

thro

ug

hfi

ve

SE

RV

QU

AL

item

san

dte

chn

ical

qu

alit

yth

rou

gh

one

SE

RV

QU

AL

item

SQ

14D

abh

olk

aret

al.

(200

0)A

nte

ced

ent

med

iato

rm

odel

.39

7u

nd

erg

rad

uat

ean

dp

ostg

rad

uat

est

ud

ents

Tel

eph

onic

inte

rvie

ws

(con

du

cted

twic

e)

Reg

ress

ion

stru

ctu

ral

equ

atio

nm

odel

ing

usi

ng

LIS

RE

L

Th

rou

gh

mea

sure

men

tof

reli

abil

ity

,p

erso

nal

atte

nti

on,

com

fort

san

dfe

atu

res

(continued

)

Table II.Categorization andsalient features of theservice quality models

IJQRM22,9

940

S.n

o.C

ateg

ory

ofm

odel

Au

thor

(yea

r)M

odel

Res

pon

den

ts/t

est

aud

ien

ceM

eth

odof

coll

ecti

onof

dat

aS

cale

use

dM

eth

odof

anal

ysi

s

Mea

sure

men

tof

serv

ice

qu

alit

yad

dre

ssed

thro

ug

h

SQ

15F

rost

and

Ku

mar

(200

0)In

tern

alse

rvic

eq

ual

ity

mod

el72

4at

dif

fere

nt

lev

els/

Sin

gap

ore

airl

ine

staf

f

Per

son

alin

terv

iew

and

qu

esti

onn

aire

Sev

en-p

oin

tL

iker

tP

rin

cip

alco

mp

onen

tfa

ctor

ing

,re

liab

ilit

yco

effi

cien

tan

dsp

lit

hal

fco

effi

cien

t

SE

RV

QU

AL

dim

ensi

ons

SQ

16S

oter

iou

and

Sta

vri

nid

es(2

000)

Inte

rnal

serv

ice

qu

alit

yD

EA

mod

el

194

resp

onse

s/26

ban

kb

ran

ches

Su

rvey

qu

esti

onn

aire

app

roac

hD

ata

env

elop

ean

aly

sis

Mea

sure

men

tof

per

cep

tion

sof

cust

omer

su

sin

gS

ER

VQ

UA

L-b

ased

inst

rum

ent

SQ

18Z

huet

al.

(200

2)IT

-bas

edm

odel

185/

ban

kcu

stom

ers

(wit

hp

ast

exp

erie

nce

ofu

sin

gIT

-bas

edse

rvic

eop

tion

sli

ke

AT

M,

24h

rca

llli

ne

etc.

Su

rvey

qu

esti

onn

aire

app

roac

hS

even

-poi

nt

Lik

ert

Fac

tor

anal

ysi

san

dst

ruct

ure

deq

uat

ion

mod

elin

gu

sin

gL

ISR

EL

VII

SE

RV

QU

AL

item

sw

ith

per

cep

tion

son

lyst

atem

ents

SQ

1B

Gro

nro

os(1

984)

Tec

hn

ical

and

fun

ctio

nal

qu

alit

ym

odel

219/

ban

k,

insu

ran

ce,

rest

aura

nts

,sh

ipp

ing

,ai

rlin

eco

mp

anie

s,cl

ean

ing

and

mai

nte

nan

ce,

car

ren

tal

com

pan

ies,

trav

elag

enci

esan

da

ran

ge

ofin

stit

ute

sfr

omp

ub

lic

sect

or

Su

rvey

qu

esti

onn

aire

app

roac

hF

ive-

poi

nt

Lik

ert

Bas

icst

atis

tica

lan

aly

sis

(in

form

atio

nco

mp

ilat

ion

and

pre

sen

tati

on)

Fu

nct

ion

alan

dte

chn

ical

qu

alit

y

SQ

3*

Hay

woo

d-F

arm

er(1

988)

Att

rib

ute

serv

ice

qu

alit

ym

odel

**

An

aly

sis

not

rep

orte

dP

hy

sica

lfa

cili

ties

and

pro

cess

es,

peo

ple

’sb

ehav

iou

ran

dco

nv

ivia

lity

,p

rofe

ssio

nal

jud

gem

ent

SQ

6M

atts

son

(199

2)Id

eal

val

ue

mod

el40

gu

ests

wh

ile

chec

kin

gin

and

chec

kin

gou

t/tw

ola

rge

lux

ury

hot

els

Su

rvey

qu

esti

onn

aire

app

roac

hS

even

-poi

nt

Lik

ert

Pea

rson

mom

ent

corr

elat

ion

,p

airw

ise

intr

a-an

din

ter-

sam

ple

med

ian

test

and

Ch

isq

uar

ete

st

Th

rou

gh

18it

ems

ofv

alu

ean

dn

ine

item

sof

cust

omer

sati

sfac

tion

(continued

)

Table II.

Service qualitymodels

941

S.n

o.C

ateg

ory

ofm

odel

Au

thor

(yea

r)M

odel

Res

pon

den

ts/t

est

aud

ien

ceM

eth

odof

coll

ecti

onof

dat

aS

cale

use

dM

eth

odof

anal

ysi

s

Mea

sure

men

tof

serv

ice

qu

alit

yad

dre

ssed

thro

ug

h

SQ

8B

erk

ley

and

Gu

pta

(199

4)IT

alig

nm

ent

mod

el

**

An

aly

sis

not

rep

orte

dT

he

mod

eld

oes

not

cov

erth

em

easu

rem

ent

ofse

rvic

eq

ual

ity

SQ

9D

abh

olk

ar(1

996)

Att

rib

ute

and

over

all

affe

ctm

odel

505

un

der

gra

du

ate

stu

den

ts/f

ast

food

sett

ing

Sce

nar

ioan

dq

ues

tion

nai

reap

pro

ach

Sev

en-p

oin

tL

iker

tC

onfi

rmat

ory

fact

oran

aly

sis

and

stru

ctu

red

equ

atio

nm

odel

ing

usi

ng

LIS

RE

LV

II

Th

rou

gh

thre

eit

ems

mea

suri

ng

exp

ecte

dse

rvic

eq

ual

ity

spec

ifica

lly

ofor

der

ing

situ

atio

n

SQ

10S

pre

ng

and

Mac

koy

(199

6)P

erce

ived

qu

alit

yan

dsa

tisf

acti

onm

odel

273

un

der

gra

du

ate

stu

den

tsS

urv

eyq

ues

tion

nai

reap

pro

ach

Sev

en-p

oin

tL

iker

tC

onfi

rmat

ory

fact

oran

aly

sis

and

stru

ctu

red

equ

atio

nm

odel

ing

usi

ng

LIS

RE

L

Th

rou

gh

des

ires

,p

erce

ived

per

form

ance

,ex

pec

tati

ons

and

des

ired

con

gru

ency

(eac

hco

mp

risi

ng

ten

attr

ibu

tes)

SQ

11*

Ph

ilip

and

Haz

lett

(199

7)P

CP

attr

ibu

tem

odel

**

An

aly

sis

not

rep

orte

dP

ivot

alat

trib

ute

s,co

reat

trib

ute

san

dp

erip

her

alat

trib

ute

sS

Q13

Oh

(199

9)S

erv

ice

qu

alit

y,

cust

omer

val

ue

and

cust

omer

sati

sfac

tion

mod

el

545/

two

lux

ury

hot

els

Su

rvey

qu

esti

onn

aire

app

roac

hS

ix-p

oin

tP

ath

anal

ysi

su

sin

gL

ISR

EL

VII

I

Th

rou

gh

sin

gle

item

for

per

ceiv

edp

rice

and

eig

ht

item

sfo

rp

erce

pti

ons

for

hot

else

ttin

gs

SQ

17B

rod

eric

kan

dV

ach

irap

orn

pu

k(2

002)

Inte

rnet

ban

kin

gm

odel

160

inci

den

tson

55to

pic

epis

odes

pos

ted

/UK

inte

rnet

web

site

com

mu

nit

y

Par

tici

pan

tob

serv

atio

nan

dn

arra

tiv

ean

aly

sis

Qu

alit

ativ

eap

pro

ach

Th

rou

gh

serv

ice

sett

ing

,se

rvic

esen

cou

nte

r,cu

stom

erex

pec

tati

onan

dim

age

SQ

19S

anto

s(2

003)

E-s

erv

ice

qu

alit

ym

odel

30fo

cus

gro

up

sco

mp

risi

ng

six

tote

nm

emb

ers

Foc

us

gro

up

inte

rvie

ws/

dis

cuss

ion

Qu

alit

ativ

ean

aly

sis

Th

rou

gh

incu

bat

ive

and

acti

ve

dim

ensi

ons

Notes:

* Mai

nly

con

cep

tual

mod

els,

not

test

ed/v

alid

ated

;Cat

egor

yA

:Gap

mod

el/S

ER

VQ

UA

L-b

ased

;Cat

egor

yB

:oth

erm

odel

s;*

* lat

erin

1988

and

1991

the

auth

ors

pro

pos

edan

dre

vis

ed22

-ite

m,

fiv

e-d

imen

sion

serv

ice

qu

alit

ym

easu

rem

ent

tool

SE

RV

QU

AL

Table II.

IJQRM22,9

942

Mod

elIt

ems

SQ

1S

Q2

SQ

3*

SQ

4*

SQ

5S

Q6

SQ

7S

Q8

*S

Q9

SQ

10S

Q11

SQ

12S

Q13

SQ

14S

Q15

SQ

16S

Q17

SQ

18S

Q19

Iden

tifi

cati

onof

fact

ors

affe

ctin

gse

rvic

eq

ual

ity

VV

VV

VV

VV

VV

VV

VV

Su

itab

ilit

yfo

rv

arie

tyof

serv

ices

inco

nsi

der

atio

nV

VV

VV

Fle

xib

ilit

yto

acco

un

tfo

rch

ang

ing

nat

ure

ofcu

stom

ers’

per

cep

tion

sV

VV

VV

VD

irec

tion

sfo

rim

pro

vem

ent

inse

rvic

eq

ual

ity

VV

VV

VV

VV

VV

VV

VV

VV

VV

VS

uit

abil

ity

for

dev

elop

ing

ali

nk

for

mea

sure

men

tof

cust

omer

sati

sfac

tion

VV

VV

VV

VD

iag

nos

ing

the

nee

ds

for

trai

nin

gan

ded

uca

tion

ofem

plo

yee

sV

VV

VV

Fle

xib

leen

oug

hfo

rm

odifi

cati

ons

asp

erth

ech

ang

esin

the

env

iron

men

t/co

nd

itio

ns

VV

VV

VV

VV

Su

gg

ests

suit

able

mea

sure

sfo

rim

pro

vem

ents

ofse

rvic

eq

ual

ity

bot

hu

pst

ream

and

dow

nst

ream

the

org

aniz

atio

nin

focu

sV

VV

VV

VV

VId

enti

fies

futu

ren

eed

s(i

nfr

astr

uct

ure

,re

sou

rces

)an

dth

us

pro

vid

eh

elp

inp

lan

nin

gV

VV

VV

VV

Acc

omm

odat

esu

seof

ITin

serv

ices

VV

VV

VV

Cap

abil

ity

ofb

ein

gu

sed

asa

tool

for

ben

chm

ark

ing

VV

VV

VV

VV

VV

V

Note:

* con

cep

tual

mod

el

Table III.Evaluation of service

quality models

Service qualitymodels

943

Model no./type Category Select research issues

SQ1. Technical andfunctional quality model

I How technical and function quality influences a servicedelivered and how the customer perceives thesedimensions

SQ2. GAP model III How to measure the gaps at different levels using astandard measurement tool. What are the factors affectinggaps? Whether these gaps differ from industry to industry

SQ3. Attribute servicequality model

III How to measure service quality in a particular serviceencounter using this model. On what attributes it dependsand how to determine relative importance of attributes fora service encounter

SQ4. Synthesized model ofservice quality

I What factors contribute to the information and feedback,design, implementation and communication gaps? Howservice managers can minimize the gaps through theperformance 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 serviceconcepts are formed and changed?

SQ7. EP and NQ model I How to generalize the EP model results for all types ofservice settings, whether change in the type of serviceneeds re-examination of model

SQ8. IT alignment model II How IT can enhance customer satisfaction. Whether theinvestment in IT depends on competition, market growthand other similar factors. How much to invest and up towhat level IT should be used

SQ9. Attribute and overallaffect model

II What is the role of attitude and behavior towards using atechnology on expectations of service quality?

SQ10. Model of perceivedquality and satisfaction

I How to determine the balance between positive andnegative effect of expectations

SQ11. PCP attribute model III What should be weighing of these levels of attributes? Onwhat factors it depends. Whether this changes with thetype of service settings

SQ12. Retail service qualityand perceived value

I What is the impact of functional value, emotional value andsocial value on product quality, service quality, perceivedprice, value for money and willingness to buy?

SQ13. Service quality,customer value and customersatisfaction model

III What are the measurement issues associated withperceived value and customer satisfaction? Whether thedeterminants of perceived value and customer satisfactionchange with type of service setting

SQ14. Antecedents andmediator model

I What is the role of actual behavior and actual repurchaseon predictive power of service quality and customersatisfaction evaluation? What are the antecedents ofcustomer satisfaction, whether these are correlated withantecedents of service quality?

(continued )

Table IV.Select research issuesrelated to various servicequality models

IJQRM22,9

944

. How to listen to the voice of customer through information systems?

. How frequently the information systems need collect data related to customerperceptions and his/her possible behavior?

Category III: measurement issuesIt is interesting to study measurement-related issues. Often, the behavior and outcomesmay be guided by the way quality of service is being measured. The following issuesare 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 anyevidence to say that improved quality of service has enhanced financialperformance of the organization? How does one benchmark on variousdimensions of services?

Contributions and concluding remarksAn attempt is made in this paper to review various service quality models. The modelsare summarized in Table I and Table II. The models cover the domain fromconventional personalized services to the internet-enabled services including theorganizational and behavioral aspects. These models provide a useful framework forquality of service.

It may be noted that the developments of the service quality model from 1984 to2003 (present study) highlights the change in the process of delivery of services fromconventional to IT-based services (reflected in more work in the recent years). It isfurther observed that the service quality outcome and measurement is dependent on

Model no./type Category Select research issues

SQ15. Internal service qualitymodel

III Which of the SERVQUAL dimensions is most important inmeasurement of internal service quality? Whetherresponsiveness plays a bigger role than reliability for alltypes of service settings

SQ16. Internal service qualityDEA model

I Can data envelope analysis be used as a tool to derive thelinkage between service quality, profitability and operatingefficiency? What will be impact on model of otherperformance measures included as output?

SQ17. Internet bankingmodel

II Whether the model can be applied to other internet serviceencounters. Whether the interrelation of entities willchange 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-servicequality

II & III What are the items of the determinants considered in themodel and how to measure e-service quality? Whether thethere 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 oftechnology such as IT; Category III: measurement issues Table IV.

Service qualitymodels

945

type of service setting, situation, time, need, etc. factors. This further adds to thecomplexity of the subject. In addition to this even the customer’s expectations towardsa particular services are also changing with respect to factors like time, increase in thenumber of encounters with a particular service, competitive environment, etc. Thesedemands for a continuous effort to learn and validate, modify the existing concepts ofservice quality. The present paper is an attempt to enhance the understanding of thesubject.

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.. 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 afocus on only one link (i.e. either marketer to consumer or front-line staff to supportingstaff). On other side, researchers (Caruana and Pitt, 1997; Reynoso and Moores, 1995etc.) have continuously pointed out the positive correlation of internal service quality(considering all the processes and operations associated in delivery of product orservice) 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 servicequality 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 underconsideration. It is clear from the review that none of the models currently satisfies theset framework (Table III), this clearly highlights the need for further research. Thisreview highlighted some of the research agenda from the review of service qualitymodels.

References

Akan, P. (1995), “Dimensions of service quality: a study in Istanbul”, Managing Service Quality,Vol. 5 No. 6, pp. 39-43.

Asubonteng, P., McCleary, K.J. and Swan, J.E. (1996), “SERVQUAL revisited: a critical review ofservice quality”, The Journal of Services Marketing, Vol. 10 No. 6, pp. 62-81.

IJQRM22,9

946

Avkiran, N.K. (1994), “Developing an instrument to measure customer service quality in branchbanking”, International Journal of Bank Marketing, Vol. 12 No. 6, pp. 10-18.

Babakus, E. and Boller, G.W. (1992), “An empirical assessment of the SERVQUAL scale”, Journalof Business Research, Vol. 24, pp. 253-68.

Babakus, E. and Mangold, W.G. (1992), “Adapting the SERVQUAL scale to hospital services:an empirical investigation”, Health Service Research, Vol. 26 No. 6, pp. 767-86.

Berkley, B.J. and Gupta, A. (1994), “Improving service quality with information technology”,International Journal of Information Management, Vol. 14, pp. 109-21.

Bojanic, D.C. (1991), “Quality measurement in professional service firms”, Journal of ProfessionalServices Marketing, Vol. 7 No. 2, pp. 27-36.

Broderick, A.J. and Vachirapornpuk, S. (2002), “Service quality in internet banking:the importance of customer role”, Marketing Intelligence & Planning, Vol. 20 No. 6,pp. 327-35.

Brogowicz, A.A., Delene, L.M. and Lyth, D.M. (1990), “A synthesised service quality model withmanagerial implications”, International Journal of Service Industry Management, Vol. 1No. 1, pp. 27-44.

Buttle, F. (1996), “SERVQUAL: review, critique, research agenda”, European Journal ofMarketing, Vol. 30 No. 1, pp. 8-32.

Carman, J.M. (1990), “Consumer perceptions of service quality”, Journal of Retailing, Vol. 66,pp. 33-55.

Caruana, A. and Pitt, L. (1997), “INTQUAL: an internal measure of service quality and the linkbetween service quality and business performance”, European Journal of Marketing,Vol. 31 No. 8, pp. 604-16.

Chang, T.Z. and Chen, S.J. (1998), “Market orientation, service quality and business profitability:a conceptual model and empirical evidence”, Journal of Services Marketing, Vol. 12 No. 4,pp. 246-64.

Cronin, J.J. and Taylor, S.A. (1992), “Measuring service quality: a reexamination and extension”,Journal of Marketing, Vol. 6, July, pp. 55-68.

Cronin, J.J. and Taylor, S.A. (1994), “SERVPERF versus SERVQUAL: reconcilingperformance-based and perception-minus-expectations measurement of service quality”,Journal of Marketing, Vol. 58 No. 1, pp. 125-31.

Dabholkar, P.A. (1996), “Consumer evaluations of new technology-based self-service operations:an investigation of alternative models”, International Journal of Research in Marketing,Vol. 13 No. 1, pp. 29-51.

Dabholkar, P.A., Shepherd, C.D. and Thorpe, D.I. (2000), “A comprehensive framework forservice quality: an investigation of critical conceptual and measurement issues through alongitudinal study”, Journal of Retailing, Vol. 76 No. 2, pp. 131-9.

Finn, D. and Lamb, C. (1991), “An evaluation of the SERVQUAL scale in a retailing setting”,Advances in Consumer Research, Vol. 18, pp. 483-90.

Frost, F.A. and Kumar, M. (2000), “INTSERVQUAL: an internal adaptation of the GAP model ina large service organization”, Journal of Services Marketing, Vol. 14 No. 5, pp. 358-77.

Furey, T.R. (1991), “How information power can improve service quality”, Planning Review,Vol. 19 No. 3, pp. 24-6.

Gammie, A. (1992), “Stop at nothing in the search for quality”, Human Resources, Vol. 5, Spring,pp. 35-8.

Service qualitymodels

947

Ghobadian, A., Speller, S. and Jones, M. (1994), “Service quality concepts and models”,International Journal of Quality & Reliability Management, Vol. 11 No. 9, pp. 43-66.

Gotlieb, J.B., Grewal, D. and Brown, S.W. (1994), “Consumer satisfaction and perceived quality:complementary or divergent constructs?”, Journal of Applied Psychology, Vol. 79 No. 6,pp. 875-85.

Gronroos, C. (1984), “A service quality model and its marketing implications”, European Journalof Marketing, Vol. 18 No. 4, pp. 36-44.

Gummesson, E. (1998), “Productivity, quality and relationship marketing in service operations”,International Journal of Contemporary Hospitality Management, Vol. 10 No. 1, pp. 4-15.

Guru, C. (2003), “Tailoring e- service quality through CRM”, Managing Service Quality, Vol. 13No. 6, pp. 20-531.

Hallowell, R. (1996), “The relationships of customer satisfaction, customer loyalty andprofitability: an empirical study”, International Journal of Service Industry Management,Vol. 7 No. 4, pp. 27-42.

Hartline, M.D. and Ferrell, O.C. (1996), “The management of customer contact employees:an empirical investigation”, Journal of Marketing, Vol. 60, pp. 52-70.

Haywood-Farmer, J. (1988), “A conceptual model of service quality”, International Journal ofOperations & Production Management, Vol. 8 No. 6, pp. 19-29.

Johns, N. and Tyas, P. (1996), “Use of service quality gap theory to differentiate between foodservice outlets”, The Service Industries Journal, Vol. 16 No. 3, pp. 321-46.

Johnson, W.C. and Sirikit, A. (2002), “Service quality in the Thai telecommunication industry:a tool for achieving a sustainable competitive advantage”, Management Decision, Vol. 40No. 7, pp. 693-701.

Lasser, W.M., Manolis, C. and Winsor, R.D. (2000), “Service quality perspectives and satisfactionin private banking”, Journal of Services Marketing, Vol. 14 No. 3, pp. 244-71.

Leonard, F.S. and Sasser, W.E. (1982), “The incline of quality”, Harvard Business Review, Vol. 60No. 5, pp. 163-71.

Mattsson, J. (1992), “A service quality model based on ideal value standard”, InternationalJournal of Service Industry Management, Vol. 3 No. 3, pp. 18-33.

Newman, K. (2001), “Interrogating SERVQUAL: a critical assessment of service qualitymeasurement in a high street retail bank”, International Journal of BankMarketing, Vol. 19No. 3, pp. 126-39.

Oh, H. (1999), “Service quality, customer satisfaction and customer value: a holistic perspective”,International Journal of Hospitality Management, Vol. 18, pp. 67-82.

Oliver, R.L. (1993), “A conceptual model of service quality and service satisfaction: compatiblegoals, different concepts”, Advances in Service Marketing and Management, Vol. 2,pp. 65-85.

Parasuraman, A., Berry, L.L. and Zeithaml, V.A. (1991), “Refinement and reassessment of theSERVQUAL scale”, Journal of Retailing, Vol. 67 No. 4, pp. 420-50.

Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1985), “A conceptual model of service qualityand its implications for future research”, Journal of Marketing, Vol. 49 No. 3, pp. 41-50.

Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1988), “SERVQUAL: a multiple item scale formeasuring consumer perception of service quality”, Journal of Retailing, Vol. 64 No. 1,pp. 12-37.

IJQRM22,9

948

Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1994), “Reassessment of expectations as acomparison standard in measuring service quality: implications for further research”,Journal of Marketing, Vol. 58 No. 1, pp. 111-24.

Philip, G. and Hazlett, S.A. (1997), “The measurement of service quality: a new P-C-P attributesmodel”, International Journal of Quality & Reliability Management, Vol. 14 No. 3,pp. 260-86.

Reynoso, J. and Moores, B. (1995), “Towards the measurement of internal service quality”,International Journal of Service Industry Management, Vol. 6 No. 3, pp. 64-83.

Rosen, L.D. and Karwan, K.R. (1994), “Prioritizing the dimensions of service quality”,International Journal of Service Industry Management, Vol. 5 No. 4, pp. 39-52.

Rust, R.T. and Lemon, K.N. (2001), “E-service and the consumer”, International Journal ofElectronic Commerce, Vol. 5 No. 3, pp. 85-101.

Saleh, F. and Ryan, C. (1991), “Analysing service quality in the hospitality industry using theSERVQUAL model”, Service Industries Journal, Vol. 1, July, pp. 324-43.

Santos, J. (2003), “E-service quality: a model of virtual service quality dimensions”, ManagingService Quality, Vol. 13 No. 3, pp. 233-46.

Silvestro, R. and Cross, S. (2000), “Applying service profit chain in a retail environment”,International Journal of Service Industry Management, Vol. 11 No. 3, pp. 244-68.

Soteriou, A.C. and Stavrinides, Y. (2000), “An internal customer service quality data envelopeanalysis model for bank branches”, International Journal of Bank Marketing, Vol. 18 No. 5,pp. 246-52.

Spreng, R.A. and Mackoy, R.D. (1996), “An empirical examination of a model of perceived servicequality and satisfaction”, Journal of retailing, Vol. 722, pp. 201-14.

Sureshchander, G.S., Rajendran, C. and Anatharaman, R.N. (2002), “The relationship betweenservice quality and customer satisfaction: a factor specific approach”, Journal of ServicesMarketing, Vol. 16 No. 4, pp. 363-79.

Sweeney, J.C., Soutar, G.N. and Johnson, L.W. (1997), “Retail service quality and perceived value”,Journal of Consumer Services, Vol. 4 No. 1, pp. 39-48.

Teas, K.R. (1993), “Expectations, performance evaluation, and consumers’ perceptions ofquality”, Journal of Marketing, Vol. 57, October, pp. 18-34.

Teas, R.K. (1994), “Expectations: a comparison standard in measuring service quality:an assessment of a reassessment”, Journal of Marketing, Vol. 58 No. 1, pp. 132-9.

Zeithaml, V.A., Berry, L.L. and Parasuraman, A. (1988), “Communication and control processesin the delivery of service quality”, Journal of Marketing, Vol. 52 No. 2, pp. 35-48.

Zhu, F.X., Wymer, W.J. and Chen, I. (2002), “IT-based services and service quality in consumerbanking”, International Journal of Service Industry Management, Vol. 13 No. 1, pp. 69-90.

Service qualitymodels

949