Hammerschmidt, Maik

[["dc.bibliographiccitation.firstpage","301"],["dc.bibliographiccitation.issue","3"],["dc.bibliographiccitation.journal","Journal of Service Research"],["dc.bibliographiccitation.lastpage","322"],["dc.bibliographiccitation.volume","22"],["dc.contributor.author","Haenel, Christina M."],["dc.contributor.author","Wetzel, Hauke A."],["dc.contributor.author","Hammerschmidt, Maik"],["dc.date.accessioned","2020-12-10T18:38:30Z"],["dc.date.available","2020-12-10T18:38:30Z"],["dc.date.issued","2019"],["dc.description.abstract","Profitability considerations lead service providers to divest from customer service contracts, either by service contract demotion (cutting back services) or by service contract termination (ending service provision). Such initiatives have been associated with customer revenge. The pressing question for practitioners is which divestment approach has a stronger or weaker effect on customer revenge. Drawing on justice and appraisal theories, the authors suggest that the answer depends on customers’ predivestment satisfaction and on the provision of financial compensation or apology. Three experiments and a critical incident study reveal that for previously satisfied customers, service termination entails a stronger effect on customer revenge, while for previously dissatisfied customers, service demotion entails a stronger effect. The findings further demonstrate that offering financial compensation or an apology can mitigate or exacerbate the effect, highlighting the need to align these divestment handling instruments with the divestment approach chosen and customers’ predivestment satisfaction. The findings also show that the effect can be explained by customer anger. Overall, this article provides guidance on how to divest whom in order to mitigate detrimental effects."],["dc.identifier.doi","10.1177/1094670519835312"],["dc.identifier.eissn","1552-7379"],["dc.identifier.issn","1094-6705"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/77344"],["dc.language.iso","en"],["dc.notes.intern","DOI Import GROB-354"],["dc.publisher","SAGE Publications"],["dc.relation.eissn","1552-7379"],["dc.relation.issn","1094-6705"],["dc.rights","http://creativecommons.org/licenses/by-nc/4.0/"],["dc.title","The Perils of Service Contract Divestment: When and Why Customers Seek Revenge and How It Can Be Attenuated"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["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"]]