Abstract
The quality service movement is often accused of being merely slogans, fads, and “hot topics”. In an effort to counter this assumption and continuously improve organizational performance, empirical research is needed. Examines empirically the popular concept of internal customer service. Although there is considerable descriptive, anecdotal literature on internal service, to date there has been very little empirical assessment of this “hot topic” in total quality. While the concept of viewing fellow coworkers as customers makes intuitive sense, there is still a debate among both academics and practitioners as to the real value of internal customer service on the service quality to external customers. Using a large food and grocery wholesaler, examines empirically the impact that internal customer service has on external customer service. Finds that internal customer service seems to have a mixed, complex relation with external customer service. Discusses practical implications that these findings have for managing service quality.
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