SMR - Journal Of Service Management Research


Current Issue

SMR – Journal of Service Management Research publishes four issues and 16-20 peer-reviewed articles per year. As subscriber you find fulltext access (PDF) and search function to the complete archive of all issues on

Please find detailed information on the current issue below:

ISSUE 2/2018

Digital Transformation in Service Management 

Martin Matzner, Marion Büttgen, Haluk Demirkan, Jim Spohrer, Steven Alter, Albrecht Fritzsche, Irene C. L. Ng, Julia M. Jonas, Veronica Martinez, Kathrin M. Möslein, and Andy Neely

The digital transformation of single companies and of entire service businesses is an omni­­present topic – not only in the academic discourse but also in the current public debate. The topic is often approached phenomenologically. We invited a group of well-renown scholars from different academic fields to share with us personal observations and interpretations of the digital transformation in service management in the form of individual commentaries that go beyond. The commentaries we received are based on different theoretical perspectives. They include motivations of why digital transformation makes service management research (smr) more relevant, they depict implications for service companies, and they outline research needs. This article conflates the submitted commentaries, and it is the first SMR special research paper – a paper type that will be continued in future issues to explore topics in a similar fashion that are likely to have a significant influence on the development of smr.

Mixed Effects of Company-Initiated Customer Engagement on Customer Loyalty: The Contingency Role of Service Category Involvement

Lena Steinhoff, Carina Witte and Andreas Eggert

Customer engagement, a customer’s active participation in and connection with a firm’s services, has been promoted as a key driver of customer loyalty. Yet, insights on how to effectively manage engagement are scarce. This article employs an experimental study to assess the loyalty-effect of customer engagement and disentangle the effectiveness of company-initiated versus customer-initiated engagement for different customer types. We establish a positive impact of customer engagement on customer loyalty, mediated by company image. However, adopting a finer-grained view on engagement effectiveness, we show mixed effects of company-initiated engagement contingent on customers’ service category involvement. Specifically, for high involvement customers, company-initiated engagement positively affects loyalty, while it impedes loyalty for low involvement customers. Company image and reactance toward the company act as mediating mechanisms. We provide guidance to managers on how to design and whom to target with their engagement strategies.

How to Manage Person-Role Conflicts: Differential Effects of Transformational Leadership Dimensions and the Moderating Role of Individual Cultural Orientation

Veronika L. Selzer, Jan H. Schumann, Marion Büttgen, Zelal Ates, Marcin Komor, and Julian Volz

The purpose of this paper is to identify effective leadership behaviour that reduces frontline employees’ person-role conflicts, a hitherto rather neglected sub-dimension of role conflicts that strongly differs from externally originated role conflict dimensions which have been examined in existing research. Moreover, the study aims at identifying individual cultural orientation as important contingency factor for the effects of transformational leadership respectively person-role conflicts on frontline employees’ job performance. Structural equitation modelling using data from 373 retail bank employees reveals that charisma-related transformational leadership dimensions promote the job performance of frontline employees while intellectual stimulation has a negative effect on job performance. Additionally, individual cultural orientation dimensions collectivism, power distance, and uncertainty avoidance moderate the effects of transformational leadership on job performance. Findings imply that service firms should train managers in the use of charisma-related leadership dimensions and highlight the importance of employees’ individual cultural orientation when leading frontline employees.

The Impact of Psychological Ownership on Value in Use and Relational Outcomes

Michael Kleinaltenkamp, Franziska Storck, Patrick Gumprecht, and Jingshu Li

Services largely represent transactions through which customers gain the right to use tangible or intangible resources of service providers. In doing so, customers attain access to resources without the need to own them legally. Feelings of ownership have important behavioral, emotional, and psychological consequences, even when a consumer is only the user of resources, not the legal owner. Research in the organizational field has especially investigated this so-called psychological ownership. Following this research, the current study investigates the effects of customer-perceived psychological ownership in the field of car-sharing services. Based on a qualitative pre-study, a quantitative study was conducted, that shows that psychological ownership has a significant positive influence on each of the identified value-in-use dimensions. Furthermore, the study reveals how the various dimensions influence customers’ satisfaction, affective commitment and word-of-mouth intention.

Current Issue: