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Service quality improvement has become an imperative in today's service firms. In this paper, we present a modeling framework that combines marketing and operations viewpoints for resource allocation. The framework can be used to allocate resources to the different stages of a multistage service system, where the manager's goal is to improve customers' perceptions of service quality, given some budget. Optimal allocation guidelines are provided, and the interplay of three factors on the resulting allocation scheme is captured. These factors are the current level of customers' perceptions of service quality at each stage, the cost of implementing a service quality improvement at each stage, and the importance placed by customers at each stage. Sensitivity analysis to provide additional managerial insights is also performed. We demonstrate the applicability of the modeling framework, using data from a real life health care environment. Model limitations and future research are also discussed.

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This study explored 60 Greek-Cypriot managers' perceptions of different dimensions of leadership. Analyses using structural equation modeling were performed to examine the invariance of the Flamholtz six-factor leadership model. The same leadership styles observed in samples from countries previously studied were present in the sample from Cyprus. In terms of the importance assigned to each style of leadership, Cypriot managers emphasized the more directive styles to a greater extent than other styles.

We develop a framework for combining strategic benchmarking with efficiency benchmarking of the services offered by bank branches. In particular, a cascade of efficiency benchmarking models is developed guided by the service-profit chain. Three models—based on the nonparametric technique of Data Envelopment Analysis—are developed in order to implement the framework in a practical setting: (i) an operational efficiency model, (ii) a service quality efficiency model, and (iii) a profitability efficiency model. The use of the models is illustrated using data from the branches of a commercial bank. Empirical results indicate that we gain superior insights by analyzing simultaneously the design of operations together with the quality of the provided services and profitability, rather than by benchmarking these three dimensions separately. Relationships are also established between operational efficiency and profitability, and between operational efficiency and service quality.

In this paper a theoretical framework to assess the efficiency of the Requirements Capture and Analysis (RCA) process in software development is introduced. Although it is widely recognized that successful implementation of the first stages of the software development process is critical for the overall development process, RCA efficiency assessments have not been given much attention. The presented theoretical framework to assess RCA efficiency follows a production approach to model the early stages of a software project. An approach based on Data Envelopment Analysis that utilizes the proposed framework to isolate the effects of exogenous factors, such as the environment or the type of project, on the project's RCA efficiency is also presented. Finally, the applicability of the methodology through an exploratory empirical study is demonstrated, and managerial implications are discussed.

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This paper identifies factors that promote research productivity of production and operations management (POM) groups of researchers in US business schools. In this study, research productivity of a POM group is defined as the number of articles published per POM professor in a specific period of time. The paper also examines factors that affect research quality, as measured by the number of articles published per POM professor in journals, which have been recognized in the POM literature as an elite set. The results show that three factors increase both the research productivity and the quality of the articles published by professors of a POM group. These factors are (a) the presence of a POM research center, (b) funding received from external sources for research purposes, and (c) better library facilities. Doctoral students do assist in improving research quality and productivity, but they are not the driving force. These results have important implications for establishing policy guidelines for business schools. For example, real-world problems are funded by external sources and have a higher probability of publication. Furthermore, schools could place more emphasis on external funding, as most engineering schools do, since groups receiving external funding are more productive in terms of research.

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