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dc.contributor.advisorEvans, Kenneth R.eng
dc.contributor.authorMurray, Lynn M., 1964-eng
dc.date.issued2007eng
dc.date.submitted2007 Summereng
dc.descriptionThe entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file.eng
dc.descriptionTitle from title screen of research.pdf file (viewed on December 12, 2007)eng
dc.descriptionVita.eng
dc.descriptionThesis (Ph. D.) University of Missouri-Columbia 2007.eng
dc.description.abstractMarketing and operations researchers approach services with widely divergent paradigms, focusing on different routes to success. These different approaches often cause these researchers to come to opposing conclusions and subsequently to recommend conflicting actions to practitioners. In this work, marketing and operations are considered simultaneously in order to highlight the trade-offs necessary when providing services. Earlier research and a preliminary qualitative study indicated that these trade-offs are made by a service unit's manager. Data were gathered to test two models that explored how the manager's Operating Orientations might be related to customer, firm and employee outcomes. Data were gathered from managers, district managers, employees and customers of two restaurant chains. One of the proposed models that explored how the discrepancy between the manager's Operating Orientations and employee Climates were related to employee outcomes received support, particularly when examining two categories of employees - Customer-Contact and Backroom Employees - separately. However, the model that posited a relationship between the manager's Operating Orientations and customer and firm outcomes received no support. A series of post-hoc analyses explored the relationship between climates and customer and firm outcomes and between the manager's Operating Orientations and unit climates. These post-hoc analyses indicated that unit climates have differential effects on customers and firm outcomes, particularly when the employees are categorized as Customer-Contact or as Backroom employees.eng
dc.description.bibrefIncludes bibliographical referenceseng
dc.identifier.merlinb61517859eng
dc.identifier.oclc183414909eng
dc.identifier.urihttps://doi.org/10.32469/10355/4796eng
dc.identifier.urihttps://hdl.handle.net/10355/4796
dc.languageEnglisheng
dc.publisherUniversity of Missouri--Columbiaeng
dc.relation.ispartofcommunityUniversity of Missouri--Columbia. Graduate School. Theses and Dissertationseng
dc.rightsOpenAccess.eng
dc.rights.licenseThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 License.
dc.subject.lcshMarketingeng
dc.subject.lcshBusiness enterpriseseng
dc.subject.lcshCustomer serviceseng
dc.titleFrom service design to delivery : integrating marketing and operations in the service uniteng
dc.typeThesiseng
thesis.degree.disciplineBusiness administration (MU)eng
thesis.degree.grantorUniversity of Missouri--Columbiaeng
thesis.degree.levelDoctoraleng
thesis.degree.namePh. D.eng


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