Abstract
This paper intends to analyze the moderate effect of organizational analytics capabilities in the development and service delivery processes, using as reference the gaps described in the Service Quality Model developed by Parasuraman, Zeithaml and Berry (1985). As a result of the analysis, five theoretical propositions were proposed, which elucidate the existing relationships between analytics capabilities and the Service Quality Model gaps, in order to generate future empirical research.
Highlights
The use of data to make decisions in companies of different sectors and sizes is an increasing reality in worldwide markets, and according to Bayrak (2015), the ability to manage big data will be the core competency of companies
The skill to manage Big Data may be translated into Organizational Analytics Capabilities, that are described by Davenport, Cohen, and Jacobson (2005) as a portfolio of data analytics methods and tools
Many companies have not used this analytics approach yet, and keep dealing with manual tools and intuitive management, to draw conclusions about data and act to improve operations (IBM, 2017), which turns up to be an under-usage of the collected data, missing to extract valuable information to the decision-making. Corroborating with this perspective, Davenport and Dyché (2013) say that “the primary value from big data comes not from the data in its raw form, but from the processing and analysis of it and the insights, products, and services that emerge from analysis.”. Based on these discussions, it is possible to affirm that the development of statistical, business, and technology capabilities support the creation of new services, causing the manager to create or improve products that have the characteristics necessary to meet the customer’s demand, besides promoting the essential conditions so that the customer has access to these characteristics and he is able to notice that his expectations were met, during the delivery of the service
Summary
The use of data to make decisions in companies of different sectors and sizes is an increasing reality in worldwide markets, and according to Bayrak (2015), the ability to manage big data will be the core competency of companies. By developing an analytics organizational culture, service companies will be able to offer services that suit specific needs of the customers and, as a consequence, to obtain a better perception of quality from them Companies such as Boston Red Sox, Netflix, Amazon.com, CEMEX, Capital One, Harrah’s Entertainment, Procter & Gamble and Best Buy use analytics capabilities to build their competitive strategies, guide their decision-making processes and win the competition. In order to reach this general objective, it is proposed to identify the relevant dimensions to understand the “Service Quality” and “Organizational Analytics Capabilities” constructs, and the possible relationship between them This understanding emerged from the results obtained in a systematic literature review, focused on the key topics of this paper, such as service quality, analytics capabilities, big data and business analytics. There are the conclusions and suggestions for future research
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