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 issues below:

ISSUE 1/2018

Leadership of Service Employees - A Narrative Review

Friedemann W. Nerdinger and Alexander Pundt

Employees who have customer contact play a crucial role in the success of service organizations. Therefore, leadership of customer contact employees is a core element of service management. In direct customer contact, employees have to act on at least two levels: on the level of solving customers’ problems, which is the core service; and on the relational level, on which they have to influence customers’ emotions and affect in order to increase customers’ satisfaction with the service interaction. While leadership with respect to solving customers’ problems can be enacted via well-established management techniques, it requires a more specific approach with regard to the relational level. In this regard, leaders have to establish positive relations to their employees in the same way as to customers. This enables leaders to influence the emotions of employees in a similar way as they influence the emotions of customers. By conducting a narrative review of existing research, we aim to show how leaders can establish positive relations with employees and influence their emotions.

Capabilities for Providing Socially Beneficial Services to Consumers in Low-income Markets

Heiko Gebauer, Mirella Haldimann and Caroline Jennings Saul

Providing socially beneficial services to people living close to the poverty line is an exceptionally complex task, due to limited disposable income for such services and little knowledge to understand the actual service benefits. In addition, service providers face capability constraints to provide these types of services. This article examines capabilities for providing services to consumers in low-income markets. Based on a multiple case study on providing drinking water as a service, we show that service providers require three capabilities: (a) adapting the service operation model, (b) converting latent customer needs into value-added services, and (c) extending the customer portfolio. These capability descriptions advance previous capability descriptions about services for low-income consumers

Dynamic Service Innovation Capabilities for Servitisation

Yvonne Graf and Roland Helm

Industrial manufacturers increasingly aim to differentiate their portfolio by offering services. In order to manage the development process of new industrial services, certain intangible requirements are necessary. Previous studies, however, do not specify how the participating actors can best fulfil these requirements. Insights in this field are essential for understanding how industrial manufacturers can establish a successful service business. We close this gap by matching the determined requirements with dynamic service innovation capabilities (DSICs) that we identify by performing a literature review. Following a conceptual deductive approach, we create a bilateral new service development (NSD) process that considers the innovating firm’s and its client’s perspectives.

Bringing Upcoming Technologies to a Service Life

Michael Leyer, Mary Tate, Marek Kowalkiewicz and Michael Rosemann

New technologies such as blockchain are predicted to enable new service offers and ways to conduct service operations. While the technological possibilities have been explored intensively, the adoption rate among many service companies is still slow based on current technology adoption observations. An important reason for the slow adoption is missing capabilities among service companies and customers. We develop a theoretical framework that is embedded within the customer-dominant logic and recognises that many technology-based services also require specific competencies from customers in order to use them effectively. The framework explains which organisational capabilities are required to successfully explore and exploit new technologies, and also includes the capabilities required of customers to effectively use the new services.

The 1st  issue of SMR has been published in September 2017: