Hammerschmidt, Maik

[["dc.bibliographiccitation.firstpage","88"],["dc.bibliographiccitation.issue","1"],["dc.bibliographiccitation.journal","Journal of Service Research"],["dc.bibliographiccitation.lastpage","101"],["dc.bibliographiccitation.volume","19"],["dc.contributor.author","Hammerschmidt, Maik"],["dc.contributor.author","Falk, Tomas"],["dc.contributor.author","Weijters, Bert"],["dc.date.accessioned","2018-11-07T10:19:04Z"],["dc.date.available","2018-11-07T10:19:04Z"],["dc.date.issued","2016"],["dc.description.abstract","Firms operating multiple channels as parallel routes to market face intense pressure to ensure superior customer satisfaction in their entire channel system. Relying on the structural alignment framework, the authors argue that to address this challenge, providers of concurrent channels should give priority to alignable channel attributesattributes that have corresponding or mirror attributes in the other channels. These features are more salient to customers than nonalignable features and likely represent the origin of satisfaction evaluations in concurrent channel environments. Applying multigroup nested models using data from off-line and online shoppers, the authors empirically validate choice (assortment breadth and depth), charge (availability of fair prices), convenience (efficiency of the purchase process), confidence (security of transactions), and care (assurance of promised quality) as alignable channel facets. The resulting 5C model is superior to existing models in that it enables the unified capture of both off-line and online satisfaction, allowing a meaningful comparison across formats. Using alignable satisfaction facets enables managers to trace true differences in the satisfaction levels between channels. In particular, a channel's share of investment should match its share of unexploited satisfaction potential. The 5C model also supports within-channel decisions by revealing the impact of the five facets on overall satisfaction with each format."],["dc.identifier.doi","10.1177/1094670515589084"],["dc.identifier.isi","000367593000006"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/41586"],["dc.notes.status","zu prüfen"],["dc.notes.submitter","Najko"],["dc.publisher","Sage Publications Inc"],["dc.relation.issn","1552-7379"],["dc.relation.issn","1094-6705"],["dc.title","Channels in the Mirror: An Alignable Model for Assessing Customer Satisfaction in Concurrent Channel Systems"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dc.type.status","published"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","1"],["dc.bibliographiccitation.issue","6"],["dc.bibliographiccitation.journal","Journal of Marketing"],["dc.bibliographiccitation.lastpage","20"],["dc.bibliographiccitation.volume","76"],["dc.contributor.author","Schepers, Jeroen"],["dc.contributor.author","Falk, Tomas"],["dc.contributor.author","de Ruyter, K. O."],["dc.contributor.author","de Jong, A. D."],["dc.contributor.author","Hammerschmidt, Maik"],["dc.date.accessioned","2018-11-07T09:04:16Z"],["dc.date.available","2018-11-07T09:04:16Z"],["dc.date.issued","2012"],["dc.description.abstract","This article introduces customer stewardship control (CSC) to the marketing field. This concept represents a frontline employee's felt ownership of and moral responsibility for customers' overall welfare. In two studies, the authors show that CSC is a more encompassing construct than customer orientation, which reflects a frontline employee's focus on meeting customers' needs. They provide evidence that the former is more potent in shaping in- and extra-role employee behaviors. Moreover, they highlight how CSC operates in conjunction with an organization's agency control system: Stewardship's positive influence on in- and extra-role behavior is weaker in the presence of high agency control. They offer actionable advice about how to solve the resulting managerial control dilemma. Finally, the authors show that CSC depends on drivers that reside at the individual level (employee relatedness), the team level (team competence), or both levels of aggregation (employee and team autonomy). These findings show how to effectively design a frontline employee's work environment to ensure optimal frontline performance."],["dc.identifier.isi","000310042500001"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/25079"],["dc.notes.status","zu prüfen"],["dc.notes.submitter","Najko"],["dc.publisher","Amer Marketing Assoc"],["dc.relation.issn","0022-2429"],["dc.title","Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dc.type.status","published"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","343"],["dc.bibliographiccitation.issue","3"],["dc.bibliographiccitation.journal","Journal of Service Research"],["dc.bibliographiccitation.lastpage","357"],["dc.bibliographiccitation.volume","15"],["dc.contributor.author","Hammerschmidt, Maik"],["dc.contributor.author","Falk, Tomas"],["dc.contributor.author","Staat, Matthias"],["dc.date.accessioned","2018-11-07T09:07:51Z"],["dc.date.available","2018-11-07T09:07:51Z"],["dc.date.issued","2012"],["dc.description.abstract","Health maintenance organizations (HMOs) have intensified their efforts to establish network-like structures with service partners who are responsible for different functions along the health value chain. To calculate the potential value and cost benefits of service production within health care networks and to improve performance in such networks, the authors propose a two-step benchmarking approach. While the first step is concerned with measuring and comparing service provider performance, the second step relates to a contact program that disseminates the lessons learned during the benchmarking process. Across two empirical studies with general practitioners and specialty physicians, the authors identify in a first step tremendous overspendings and provide suggestions on cost reductions that could be achieved without threatening output levels. With regard to the second step, the authors find that detailing efforts based on the results of performance measurement helped physicians to improve their performance. Through detailing, the hub was able to inform network partners about the benchmarking results and to reveal performance gaps in their current resource utilization patterns. In addition, the authors show that managers of HMOs should seek out physicians with smaller practices and high-referral (i.e., risk-averse) physicians as targets for detailing, who are especially responsive to these initiatives."],["dc.identifier.doi","10.1177/1094670512436804"],["dc.identifier.isi","000306667600007"],["dc.identifier.purl","https://resolver.sub.uni-goettingen.de/purl?gs-1/9659"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/25897"],["dc.notes.intern","Merged from goescholar"],["dc.notes.status","zu prüfen"],["dc.notes.submitter","Najko"],["dc.publisher","Sage Publications Inc"],["dc.relation.issn","1094-6705"],["dc.relation.orgunit","Wirtschaftswissenschaftliche Fakultät"],["dc.rights","Goescholar"],["dc.rights.uri","https://goescholar.uni-goettingen.de/licenses"],["dc.title","Measuring and Improving the Performance of Health Service Networks"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dc.type.status","published"],["dc.type.version","published_version"],["dspace.entity.type","Publication"]]