The implications of service quality gaps for strategy implementation

This article addresses the problem of service quality strategy implementation and proposes three interrelated models: a static model of the organisation; a comprehensive dynamic model of the implementation process, both synthesised from the literature; and a mixed model, which integrates static and dynamic models. The mixed model is combined with the service quality gaps (SQGs) model, drawn at a previous congress paper, to propose a map of the pattern of SQGs occurring at each implementation stage; the organisational variables that can be manipulated to eliminate SQGs; and several implications to practising managers

How do firms learn to make acquisitions?: a review of past research and an agenda for the future

How do firms learn to successfully acquire other firms? The authors first review early work, mostly from the 1980s to the mid-1990s, testing the learning curve perspective on acquisitions and exploring some contingencies. They then discuss three more recent streams of research on negative experience transfer, deliberate learning mechanisms, and learning from others, which provide deeper insight into the contingencies and mechanisms of organizational learning in strategic settings such as acquisitions. The article concludes with an agenda for future research