The Role of the Sales-Service Interface and Ambidexterity in the Evolving Organization

Despite a long history of independent sales and service functions within organizations, customers are pressuring organizations to rethink their sales and service operations. Specifically, customers expect organizations to offer a “single face” of the firm rather than being forced to interact with mu...
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Gespeichert in:

Autor*in:	Rapp, Adam A [verfasserIn] Bachrach, Daniel G Flaherty, Karen E Hughes, Douglas E Sharma, Arun Voorhees, Clay M

Format:	Artikel
Sprache:	Englisch

Erschienen:	2017

Rechteinformationen:	Nutzungsrecht: © The Author(s) 2016

Übergeordnetes Werk:	Enthalten in: Journal of service research - Thousand Oaks, CA : SAGE Publications, 1998, 20(2017), 1, Seite 59-75
Übergeordnetes Werk:	volume:20 ; year:2017 ; number:1 ; pages:59-75

Links:	Volltext Link aufrufen

DOI / URN:	10.1177/1094670516679274

Katalog-ID:	OLC1991463774

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title_sort	role of the sales-service interface and ambidexterity in the evolving organization
title_auth	The Role of the Sales-Service Interface and Ambidexterity in the Evolving Organization
abstract	Despite a long history of independent sales and service functions within organizations, customers are pressuring organizations to rethink their sales and service operations. Specifically, customers expect organizations to offer a “single face” of the firm rather than being forced to interact with multiple agents across both sales and service throughout their relationships. As firms attempt to meet these customer demands, they have countless options to integrate sales and service operations, but little is known about which strategies are most effective. This article attempts to shed new light into the challenges and potential benefits of sales-service integration, in an effort to spur research in this area and better inform this managerial challenge. Specifically, we formalize the concept of the sales-service interface, discuss how it relates to sales-service ambidexterity, and identify several opportunities for future research. Given the complexity of the sales-service interface, we contend that future researchers must view these issues through a multilevel lens and, as a result, we focus on identifying opportunities ideally suited for testing in a multilevel environment. The goal of this article is to provide a platform for researchers to tackle this challenging problem and generate new insights into how best to meet customer’s evolving demands.
abstractGer	Despite a long history of independent sales and service functions within organizations, customers are pressuring organizations to rethink their sales and service operations. Specifically, customers expect organizations to offer a “single face” of the firm rather than being forced to interact with multiple agents across both sales and service throughout their relationships. As firms attempt to meet these customer demands, they have countless options to integrate sales and service operations, but little is known about which strategies are most effective. This article attempts to shed new light into the challenges and potential benefits of sales-service integration, in an effort to spur research in this area and better inform this managerial challenge. Specifically, we formalize the concept of the sales-service interface, discuss how it relates to sales-service ambidexterity, and identify several opportunities for future research. Given the complexity of the sales-service interface, we contend that future researchers must view these issues through a multilevel lens and, as a result, we focus on identifying opportunities ideally suited for testing in a multilevel environment. The goal of this article is to provide a platform for researchers to tackle this challenging problem and generate new insights into how best to meet customer’s evolving demands.
abstract_unstemmed	Despite a long history of independent sales and service functions within organizations, customers are pressuring organizations to rethink their sales and service operations. Specifically, customers expect organizations to offer a “single face” of the firm rather than being forced to interact with multiple agents across both sales and service throughout their relationships. As firms attempt to meet these customer demands, they have countless options to integrate sales and service operations, but little is known about which strategies are most effective. This article attempts to shed new light into the challenges and potential benefits of sales-service integration, in an effort to spur research in this area and better inform this managerial challenge. Specifically, we formalize the concept of the sales-service interface, discuss how it relates to sales-service ambidexterity, and identify several opportunities for future research. Given the complexity of the sales-service interface, we contend that future researchers must view these issues through a multilevel lens and, as a result, we focus on identifying opportunities ideally suited for testing in a multilevel environment. The goal of this article is to provide a platform for researchers to tackle this challenging problem and generate new insights into how best to meet customer’s evolving demands.
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title_short	The Role of the Sales-Service Interface and Ambidexterity in the Evolving Organization
url	http://dx.doi.org/10.1177/1094670516679274 http://journals.sagepub.com/doi/full/10.1177/1094670516679274
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author2	Bachrach, Daniel G Flaherty, Karen E Hughes, Douglas E Sharma, Arun Voorhees, Clay M
author2Str	Bachrach, Daniel G Flaherty, Karen E Hughes, Douglas E Sharma, Arun Voorhees, Clay M
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doi_str	10.1177/1094670516679274
up_date	2024-07-04T03:09:27.653Z
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