Jozée Lapierre

Customer‐perceived value in industrial contexts

Although customer‐perceived value is discussed widely in the literature, few empirical studies have been conducted due to an absence of operational measures. Reports on the development of measures and tests two customer‐perceived value structures using data collected from industrial customers of the information technology industry. The findings generally support both structures and provide empirical support for a value proposition with 13 value drivers. Furthermore, results indicate that most of the 13 drivers are assessed in a similar way by industrial customers of three service sectors surveyed, ICE (information, communication, entertainment), distribution and finance. Flexibility and responsiveness – two service‐related benefits – are important value drivers for all the business customers surveyed. Relationship value drivers are assessed the most differently in two of the three sectors studied, finance and ICE (information, communication, entertainment).

What does value mean in business‐to‐business professional services?

Addresses the value definition and conceptualization issues in a business‐to‐business professional services context. Finds that results of exploratory research reveal that providers and organizational customers do not perceive value as a static concept; rather, the value definition comprises a time aspect and is associated with the exchange value during the transaction itself and value in use after the transaction. Discovers that value exchange is made up of a set of quality and relational criteria, whereas value in use refers to financial, social, operational and strategic performance and furthermore, perceptual differences may be explained by the presence of causal ambiguity which refers to differences in competency level between providers and customers, between hierarchical levels and professional services.

Value Strategy Rather Than Quality Strategy: A Case of Business-to-Business Professional Services

Abstract How do organizational customers assess professional services? The present study aims at evaluating the respective effects of three strategic variables, which are often confused—namely, quality, value, and satisfaction, on organizational customers’ behavioral intention to buy professional services from engineering consultants. Hypotheses derived from the existing literature are tested through a causal model (EQS procedure). Results show that competence, reliability, and communication are good indicators of quality, and that quality does not influence satisfaction; however, value, which is determined by both quality and total price, affects satisfaction; finally intent to buy (or rebuy) services is a function of satisfaction. These results lead to a reconsideration of the service evaluation models, both in theoretical and practical terms.

Creativity and Work Environment in a High-Tech Context

Creativity is essential for success in business, especially in the high-tech field where knowledge is the key resource. This study addresses the ways in which creativity is fostered in high-tech organizations. It melds the different perspectives on organizational creativity into one six-dimensional model that defines the creativity work environment. Those dimensions are: work atmosphere; vertical collaboration; autonomy/freedom; respect; alignment; and lateral collaboration. They are valid, reliable predictors of the creativity achieved in high-tech organizations.

Research on service quality evaluation: evolution and methodological issues

Abstract Service quality, and more specifically the evaluation of that quality, has given birth to an increasing body of knowledge for both professional and standard services. What is the state of the art of research in this growing disciplinary field? The authors present a synthesis of the evolution of empirical work on service quality, emphasizing the most important phases that have influenced the process followed by researchers. A methodological analysis of empirical work on the evaluation of the quality of professional and standard services to individuals and organizations is conducted. The results reveal that two schools of thought, the Nordic and the American, have given rise to a considerable body of literature. The former tends to be more theoretical and the latter more empirical. In addition, the research objectives and the quality of research also vary in depth. The methodological issues related to the definition of services and to the conceptualization and measurement of service quality are discussed.

Information and communication technology usage patterns: a case study

The sales function has changed dramatically over the past decade, and the adoption of information and communication technologies (ICT) has become a strategic imperative. Organizations are making use of emerging technologies as they switch to a more strategic, less tactical approach. The objective of this study is to reveal usage pattern by identifying ICT clusters for a sales force in a large telecommunication firm in Canada. Cross‐regional comparison reveals usage patterns composed of different mixes of 32 mature and emerging ICT. The findings provide a useful mechanism enabling strategic management to better allocate resources and identify training needs.

Leadership, learning and resources for the high-tech firm: an integrated view of technology management

Technology management study programmes typically comprise various scientific disciplines: management, economics, marketing, engineering, innovation management and social sciences. The practising manager who wants to improve the chances of success of his organisation is faced with a large body of disconnected scientific knowledge he must somehow collect and integrate. This article, based on existing literature and illustrated by industry examples, offers two simple models to understand the contributions and various inter-relationships between the technology management concepts underlying the management of a high-tech organisation. The Corporate Ship analogy illustrates the dynamic nature of strategy making and the need to reconcile the pursuit of short-term opportunity with long-term objectives in turbulent high-technology environments. The Corporate Diamond model uncovers the strong inter-relationships between key concepts in technology management: leadership, learning, managing resources and developing successful new products and services.

Customer-Perceived Value Heterogeneity

Despite the obvious importance of customer-perceived value to the study of marketing, researchers have thus far devoted surprisingly little attention to central questions concerning the nature of value (Holbrook 1994, p.22). Specifically, in business markets, where knowledge of value is considered both critical and fundamental, and can be thought of as the cornerstone of marketing strategy (Anderson, Jain and Chintagunta 1993), it is critical for organizations to gain an understanding of their offerings, and to learn how they can be enhanced to provide value to their industrial customers. Organizations therefore need first to understand what drivers create value for customers in order to build a competitive advantage (Lichtenthal, Wilson and Long 1997).