Thematic elements underlying the delivery of services in high-contact public service encounters

Earlier research alludes to the fact that enhanced information and systems (IS/IT) functionalities coupled with a lower degree of interaction with customers, the so-called zero- touch, real- time, self-service enhance services engagement. In this article, utilising a series of thematic elements drawn from two exploratory case studies, the authors suggest that the real enhancement of service delivery and increase in customer satisfaction, especially in frontline public service encounters, are not necessarily achieved through infusions of IS/IT, but from the adoption of a service philosophy which allows such organisations to de-emphasise IS/IT and instead focus on significant organisational factors in the area of enhanced human interaction.     

An Examination of ‘Irregular Competition’ between Corporations and NGOs

The purpose of this article is to develop a theory which frames the demands of civil society in such a way as to better enable corporate subjects to manage and navigate ‘irregular’ engagement from activist organizations. Activist NGOs engage in advocacy at times by mounting, facilitating or encouraging popular social campaigns and actions against targeted corporations. In many cases, radical ‘direct action’ tactics are adopted, taking such approaches, NGOs may capitalise on the broader, more ethically diverse strategic possibilities open to them than are available to their corporate adversaries. We employ institutional theory to map out this asymmetric distribution of strategic possibility. We theorise NGOs and corporate subjects as effectively ‘competing’ with one another to maximise their own strategic possibilities and to minimise those of their opponents, in the perennial battle for hearts and minds that plays out between NGOs, corporate subjects, and broader civil society actors who ultimately determine boundary rules for NGO-corporate conflict. Within this context we explore the normative challenge arising from the possibility that corporate subjects might seek to tip the competitive balance by learning from how the military has adapted to successfully engage with ‘irregular’ adversaries through what is often termed ‘asymmetric’ or ‘irregular’ warfare. Should corporations follow a similar adaptive process, by mirroring the ‘irregular’ strategies of activist groups? Drawing evidence from the military experience, we suggest—perhaps counter intuitively—that such adaptations can create new opportunities for conflict resolution and for building sustainable cooperation between former adversaries.     

Heterogeneity and perception congruence of project outcomes

This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data were obtained from 1413 project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.