Creating Reciprocal Value Through Operational Transparency

Ryan W. Buell (), Tami Kim () and Chia-Jung Tsay ()
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Ryan W. Buell: Harvard Business School, Harvard University, Boston, Massachusetts 02163
Tami Kim: Harvard Business School, Harvard University, Boston, Massachusetts 02163
Chia-Jung Tsay: UCL School of Management, University College London, London E14 5AB, United Kingdom

Management Science, 2017, vol. 63, issue 6, 1673-1695

Abstract: We investigate whether organizations can create value by introducing visual transparency between consumers and producers. Although operational transparency has been shown to improve consumer perceptions of service value, existing theory posits that increased contact between consumers and producers may diminish work performance. Two field and two laboratory experiments in food service settings suggest that transparency that (1) allows customers to observe operational processes (process transparency) and (2) allows employees to observe customers (customer transparency) not only improves customer perceptions but also increases service quality and efficiency. The introduction of this transparency contributed to a 22.2% increase in customer-reported quality and reduced throughput times by 19.2%. Laboratory studies revealed that customers who observed process transparency perceived greater employee effort and thus were more appreciative of the employees and valued the service more. Employees who observed customer transparency felt that their work was more appreciated and more impactful and thus were more satisfied with their work and more willing to exert effort. We find that transparency, by visually revealing operating processes to consumers and beneficiaries to producers, generates a positive feedback loop through which value is created for both parties.

Keywords: labor; inventory production; organizational studies; behavior; operational transparency; service design (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (26)

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