A method for matching customer integration with operational control of service processes

Michael Leyer and Jürgen Moormann

Management Research Review, 2012, vol. 35, issue 11, 1046-1069

Abstract: Purpose - A major problem of operational control in the services industry is the integration of customers in the delivery process. The aim of this paper is to develop a method that allows service companies to evaluate the impact of customer integration on operational control in service processes. Design/methodology/approach - The development of the proposed method follows a design science approach. Thus, the method is conceptualised on the basis of production, services and information systems research. A case study of loan processing in a bank serves to evaluate the applicability of the method. Findings - As a result of this study, customer integration should be included into operational control following three steps: identification of the type of customer integration; quantification and characterisation of the impact of the integration; and identification of the appropriate mechanisms of operational control to deal with the customer integration better. The results of the case study show that customer integration has an impact on certain activities within a service process only but the results can be used to enhance operational control. Practical implications - The method can be used by process managers of service companies to identify the impact of customer integration on operational control. Thus, decisions within operational control and consequently the overall productivity of a service process can be improved. Originality/value - The paper delivers a new insight how customer integration and operational control can be linked in service processes. Thus, a theoretical gap in service operations literature is filled. Furthermore, the case study demonstrates how the method can be used in practice.

Keywords: Operational control; Productivity; Process mining; Service process; Operations management; Customers; Service delivery (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:v:35:y:2012:i:11:p:1046-1069

DOI: 10.1108/01409171211276936

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