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Toward integration of marketing and organizational behavior in the service economy
J BUSN RES 1990 20 l-2
INTRODUCTION
Toward Integration of Marketing and Organizational Behavior in the Service Economy William Mindak Robert Folger Tulane Umversrty
In striving for a competitive edge, service producers learn early on that marketing’s basic role is to make promises and to build expectations for a servtce’s performance. The task then remains for the organization’s operations support system to deliver on these promises m the most efficient way possible The need to Integrate the “one-two punch” of marketing and organizational behavior m the service economy is paramount. This Integrative task has been neglected, however, for reasons suggested m a classic understatement by Bowen and Schneider (1988). “The marketing of services and the management of service organizations have been understudied relative to the marketing of goods and the management of organizations that produce goods.” The organizational behavior hterature has generally paid little attention to the customer, whereas the marketing literature has largely ignored the employee. As a first step toward achieving a synthesis of these disciplmes, the Seinsheimer Symposmm was held at Tulane Umversity’s A. B Freeman School of Business. This symposmm brought together eight leading researchers-four from marketing and four from orgamzational behavior The results of their reports on research and current thinking m then areas of expertise constttute the eight articles found m this special issue of the Journal of Busmess Research The first serves as an overview to many of the topics discussed at the symposmm. Gronroos offers a new definition of marketing based on relationships and his analysis suggests new ways for marketing and organizational behavior to mterface. The Czepiel, Jones and Mills articles are concerned with mutually beneficial exchange relationships m the service encounter. TOPICS related to implementation receive attention from Hensel and Tansik. Both address issues regarding quality control and ways of achieving improved service The last two articles focus on problems that arise from “managing” customers
Address correspondence to Professor Wdham Mmdak, Department of Marketmg, A B Freeman School of Busmess, Tulane Umverslty, New Orleans, LA 70118 Journal of Busmess Research
20, l-2 (1990) 0 1990 Elsewer Saence Pubbshmg Co , Inc 1989 655 Avenue of the Amencas, New York, NY 10010
0148-2963/90/$3
50
2
J BUSN RES 1990 20 l-2
W Mmdak and R Folger
and employees George stresses internal marketmg, and Bowen notes the full range of mterdrscrphnary rssues required by attending to both customers and employees. These articles illustrate that although both dtsciphnes have unique cultures, research literatures, and Jargon, they also share important commonahtres Collectively they demonstrate the need for services to move toward a quality orrentatton requnmg new support systems, an emphases on relationships and exchange processes, and a recogmtron of the mutually supportive role to be played by orgamzatronal behavior and marketing What the articles may not indicate, but the editors noted at the conference, 1s that mtegratmg organizational behavior and marketing can run the risk of stepping on “territorial toes ” Both disciphnes have risen from essentially staff or department functions to then present status of bidding for key deciston-making roles m strategic planning and determining the culture of a service operation If “everyone does marketing (either internal or external),” what 1s the proper role of operations or human resource management7 If “everythmg is ultimately a strategic human or where does marketing fit in7 technical resource,” A second and related danger is the tendency for each disctphne to view the other role This danger arises d one dtsas occupymg only a support (1 e , subsidiary) crphnary specialist seeks help from the other discrphne but defines the help m only the most traditional terms Marketing might be asked only to suggest ways of prtcmg, promotmg, and packaging servrces, and orgamzatronal behavior only to provide the personnel and systems back-up Bearing m mmd these caveats regarding mcrpient territortahty, the reader will be m a positron to note areas of overlapping interest as well as conflicting outlooks that require future resolutton for the sake of true integration We are grateful for the Semsheimer funds that made the symposmm possible, and we thank all those who contributed to this prolect Special thanks go to the general editor of the Journal of Busmess Research for hrs support We hope that this special issue represents only the first of what wtll be many attempts to bring about a much-needed rapprochement between marketmg and organizational behavior, and that readers will recognize m services management an important focal point for that synthesis References Bowen, David E , and Schneider, Bowen, Services Marketing and Management Implications for Organizational Behavior, in Research WIOrgamzatlonal Behavzor B Stow, and L L Cummings, eds , JAI Press, Greenwich, CT, 1988, Vol 10
INTRODUCTION
Toward Integration of Marketing and Organizational Behavior in the Service Economy William Mindak Robert Folger Tulane Umversrty
In striving for a competitive edge, service producers learn early on that marketing’s basic role is to make promises and to build expectations for a servtce’s performance. The task then remains for the organization’s operations support system to deliver on these promises m the most efficient way possible The need to Integrate the “one-two punch” of marketing and organizational behavior m the service economy is paramount. This Integrative task has been neglected, however, for reasons suggested m a classic understatement by Bowen and Schneider (1988). “The marketing of services and the management of service organizations have been understudied relative to the marketing of goods and the management of organizations that produce goods.” The organizational behavior hterature has generally paid little attention to the customer, whereas the marketing literature has largely ignored the employee. As a first step toward achieving a synthesis of these disciplmes, the Seinsheimer Symposmm was held at Tulane Umversity’s A. B Freeman School of Business. This symposmm brought together eight leading researchers-four from marketing and four from orgamzational behavior The results of their reports on research and current thinking m then areas of expertise constttute the eight articles found m this special issue of the Journal of Busmess Research The first serves as an overview to many of the topics discussed at the symposmm. Gronroos offers a new definition of marketing based on relationships and his analysis suggests new ways for marketing and organizational behavior to mterface. The Czepiel, Jones and Mills articles are concerned with mutually beneficial exchange relationships m the service encounter. TOPICS related to implementation receive attention from Hensel and Tansik. Both address issues regarding quality control and ways of achieving improved service The last two articles focus on problems that arise from “managing” customers
Address correspondence to Professor Wdham Mmdak, Department of Marketmg, A B Freeman School of Busmess, Tulane Umverslty, New Orleans, LA 70118 Journal of Busmess Research
20, l-2 (1990) 0 1990 Elsewer Saence Pubbshmg Co , Inc 1989 655 Avenue of the Amencas, New York, NY 10010
0148-2963/90/$3
50
2
J BUSN RES 1990 20 l-2
W Mmdak and R Folger
and employees George stresses internal marketmg, and Bowen notes the full range of mterdrscrphnary rssues required by attending to both customers and employees. These articles illustrate that although both dtsciphnes have unique cultures, research literatures, and Jargon, they also share important commonahtres Collectively they demonstrate the need for services to move toward a quality orrentatton requnmg new support systems, an emphases on relationships and exchange processes, and a recogmtron of the mutually supportive role to be played by orgamzatronal behavior and marketing What the articles may not indicate, but the editors noted at the conference, 1s that mtegratmg organizational behavior and marketing can run the risk of stepping on “territorial toes ” Both disciphnes have risen from essentially staff or department functions to then present status of bidding for key deciston-making roles m strategic planning and determining the culture of a service operation If “everyone does marketing (either internal or external),” what 1s the proper role of operations or human resource management7 If “everythmg is ultimately a strategic human or where does marketing fit in7 technical resource,” A second and related danger is the tendency for each disctphne to view the other role This danger arises d one dtsas occupymg only a support (1 e , subsidiary) crphnary specialist seeks help from the other discrphne but defines the help m only the most traditional terms Marketing might be asked only to suggest ways of prtcmg, promotmg, and packaging servrces, and orgamzatronal behavior only to provide the personnel and systems back-up Bearing m mmd these caveats regarding mcrpient territortahty, the reader will be m a positron to note areas of overlapping interest as well as conflicting outlooks that require future resolutton for the sake of true integration We are grateful for the Semsheimer funds that made the symposmm possible, and we thank all those who contributed to this prolect Special thanks go to the general editor of the Journal of Busmess Research for hrs support We hope that this special issue represents only the first of what wtll be many attempts to bring about a much-needed rapprochement between marketmg and organizational behavior, and that readers will recognize m services management an important focal point for that synthesis References Bowen, David E , and Schneider, Bowen, Services Marketing and Management Implications for Organizational Behavior, in Research WIOrgamzatlonal Behavzor B Stow, and L L Cummings, eds , JAI Press, Greenwich, CT, 1988, Vol 10