The Customer Contact Model for Organization Design

Richard B. Chase · David A. Tansik

434 citations0/0 files storedManagement Science

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Customer Service Quality and Loyalty Outsourcing and Supply Chain Management Service and Product Innovation

Abstract

The literature on organization design has been dominated by descriptive models in its dealing with structure and operations. This paper takes an alternative view advocating the use of a normative model to be used in the design of service organizations. This model sees the extent of customer contact with the service organization as a major variable affecting system performance and advocates reconfiguring the structure of the service organization to reflect this impact. The discussion describes a taxonomy used to classify firms along the contact dimension and develops 13 propositions which convey critical distinctions between high and low contact services. Application of the model for managerial decision making involves the use of decoupling and the paper identifies factors which favor/disfavor decoupling in light of existing and desired service delivery objectives.

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References

1979The Social Psychology of Organizations.1969The social psychology of organizing 1976Educational Organizations as Loosely Coupled Systems 1967Organization and environment 1975Pragmatics of Human Communication 1974Atmospherics as a Marketing Tool 1967A Framework for the Comparative Analysis of Organizations 1977Organization Design

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2003Tight–loose coupling with customers: the enactment of customer orientation 1999Distinguishing between service relationships and encounters.1995Strategic Determinants of Service Quality and Performance: Evidence from the Banking Industry 1999The role of culture and purchase motivation in service encounter evaluations 1995Constructing an Empirically Derived Measure for Customer Contact 2014Creating Reciprocal Value Through Operational Transparency 2008

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