Exploring deep and wide stakeholder relations in service activity
Identifieur interne : 002880 ( Istex/Curation ); précédent : 002879; suivant : 002881Exploring deep and wide stakeholder relations in service activity
Auteurs : Frdric Jallat [France] ; Elliot Wood [Australie]Source :
- European Journal of Marketing [ 0309-0566 ] ; 2005-09-01.
Descripteurs français
- Wicri :
- topic : Restauration collective, Personne âgée, Société.
English descriptors
- KwdEn :
- Bhavan, Binary analysis, Business ethics, Case examples, Case method, Case studies, Catering, Competitive advantage, Complex relations, Cultural considerations, Cultural context, Cultural dimension, Cultural values, Diffuse cultures, Elderly parents, Elderly person, European journal, Exploratory article, Harvard business school press, Human resources, Indian society, Insurance industry, Interface, Interface management, International journal, Jallat, Johri, Medical teams, Military niche, Multiple sources, Niche market, Offer readers, Organisation, Orly, Orly catering, Other agents, Provider, Relational, Relational approach, Relational perspective, Relationship marketing, Saravana, Saravana bhavan chain, Service activities, Service activity, Service companies, Service company, Service interaction, Service processes, Service provider, Service relations, Stakeholder, Stakeholder approach, Stakeholder concept, Stakeholder relations, Stakeholder theory, Useful paths, Wider network.
- Teeft :
- Bhavan, Binary analysis, Business ethics, Case examples, Case method, Case studies, Catering, Competitive advantage, Complex relations, Cultural considerations, Cultural context, Cultural dimension, Cultural values, Diffuse cultures, Elderly parents, Elderly person, European journal, Exploratory article, Harvard business school press, Human resources, Indian society, Insurance industry, Interface, Interface management, International journal, Jallat, Johri, Medical teams, Military niche, Multiple sources, Niche market, Offer readers, Organisation, Orly, Orly catering, Other agents, Provider, Relational, Relational approach, Relational perspective, Relationship marketing, Saravana, Saravana bhavan chain, Service activities, Service activity, Service companies, Service company, Service interaction, Service processes, Service provider, Service relations, Stakeholder, Stakeholder approach, Stakeholder concept, Stakeholder relations, Stakeholder theory, Useful paths, Wider network.
Abstract
Purpose The aim of this article is to offer readers several useful paths of thought on a deepened and widened approach to the notion of interface, taking into account several types of stakeholder in the exchange. Designmethodologyapproach Three case studies are developed and organised around those two dimensions which seem essential in interface management. Findings Since the very essence of service is linked to relations and exchanges, it seems important that the range of stakeholders directly or indirectly influencing service processes should be taken into consideration. Originalityvalue Owing to the multiplicity and complexity of the ties that connect them to the service provider or to clients, the management of these groups is often difficult, involving internal and external cultural considerations. However, a well carried out analysis of these involved parties and ties constitutes a major source of innovation and differentiation on the market of intangibles.
Url:
DOI: 10.1108/03090560510610699
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xml:lang="en"><term>Bhavan</term><term>Binary analysis</term><term>Business ethics</term><term>Case examples</term><term>Case method</term><term>Case studies</term><term>Catering</term><term>Competitive advantage</term><term>Complex relations</term><term>Cultural considerations</term><term>Cultural context</term><term>Cultural dimension</term><term>Cultural values</term><term>Diffuse cultures</term><term>Elderly parents</term><term>Elderly person</term><term>European journal</term><term>Exploratory article</term><term>Harvard business school press</term><term>Human resources</term><term>Indian society</term><term>Insurance industry</term><term>Interface</term><term>Interface management</term><term>International journal</term><term>Jallat</term><term>Johri</term><term>Medical teams</term><term>Military niche</term><term>Multiple sources</term><term>Niche market</term><term>Offer readers</term><term>Organisation</term><term>Orly</term><term>Orly catering</term><term>Other agents</term><term>Provider</term><term>Relational</term><term>Relational approach</term><term>Relational perspective</term><term>Relationship marketing</term><term>Saravana</term><term>Saravana bhavan chain</term><term>Service activities</term><term>Service activity</term><term>Service companies</term><term>Service company</term><term>Service interaction</term><term>Service processes</term><term>Service provider</term><term>Service relations</term><term>Stakeholder</term><term>Stakeholder approach</term><term>Stakeholder concept</term><term>Stakeholder relations</term><term>Stakeholder theory</term><term>Useful paths</term><term>Wider network</term></keywords><keywords scheme="Wicri" type="topic" xml:lang="fr"><term>Restauration collective</term><term>Personne âgée</term><term>Société</term></keywords></textClass><langUsage><language ident="en">en</language></langUsage></profileDesc></teiHeader><front><div type="abstract">Purpose The aim of this article is to offer readers several useful paths of thought on a deepened and widened approach to the notion of interface, taking into account several types of stakeholder in the exchange. Designmethodologyapproach Three case studies are developed and organised around those two dimensions which seem essential in interface management. Findings Since the very essence of service is linked to relations and exchanges, it seems important that the range of stakeholders directly or indirectly influencing service processes should be taken into consideration. Originalityvalue Owing to the multiplicity and complexity of the ties that connect them to the service provider or to clients, the management of these groups is often difficult, involving internal and external cultural considerations. However, a well carried out analysis of these involved parties and ties constitutes a major source of innovation and differentiation on the market of intangibles.</div></front></TEI></record>Pour manipuler ce document sous Unix (Dilib)
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