What is it about?

Service quality has been defined as a function of service quality gaps (SQGs). Some of the most influential models in the service management literature (Parasuraman et al., 1985; Grönroos, 1990) focus on this concept of SQGs. Parasuraman et al. (1985) define a pioneering model with five SQGs, the concepts of which are amplified in Brogowicz et al.’s (1990) model. The latter has five types of encompassing gaps: information and feedback-related gaps; design-related gaps; implementation-related gaps; communication-related gaps; and customers’ perceptions and expectations related gaps. Additionally to this model amplification, other authors (e.g., Brown & Swartz, 1989) have pointed to relevant SQGs that have not been considered previously. Since different perspectives about SQGs have been suggested in the literature, a review of the existing models substantiates the drawing of a new and more comprehensive model. This new model comprises 14 general SQGs, which are explained and linked into a coherent whole.

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Why is it important?

The paper argues that before a service organisation can start to talk about implementing a quality strategy, it has to be aware of the general SQGs that can occur during and after the process. A process of strategy implementation might be flawed with SQGs, which can become even more pervasive and destructive once they are engraved in the organisational procedures, routines and culture.

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This page is a summary of: Charting service quality gaps, Total Quality Management, July 2000, Taylor & Francis, DOI: 10.1080/09544120050007779.
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