Barriers to service recovery in B2B markets: a TISM approach in the context of IT-based services. Issue 8 (11th January 2021)

• Record Type: Journal Article
• Authors: Baliga, Ashwin J.; Chawla, Vaibhav; Sunder M., Vijaya; Kumar, Rajesh
• Is Part Of: Journal of business & industrial marketing. Volume 36:Issue 8(2021)
• Page Start: 1452
• Page End: 1473
• Publication Date: 2021-01-11
• Subjects: Service failure -- Service recovery -- B2B markets -- Barriers -- TISM; Industrial marketing -- Periodicals; 658.804
• DOI: 10.1108/JBIM-02-2020-0112
• Languages: English
• ISSNs: 0885-8624

Abstract

Abstract : Purpose: To address service failure issues, scholars have recognized several service recovery (SR) mechanisms. However, there exist many barriers that retard an effective SR process, and those often lead to negative consequences. Although this is a generic problem applicable across markets, it becomes critical in B2B markets, as they deal with high impact and corporate customers. The purpose of this paper is to identify these SR barriers in B2B markets and explore their linkages toward identifying the key driving barriers. Design/methodology/approach: A four-phased methodology to address this call in the IT services industry was used. First, the identification phase led to the selection of 27 barriers based on literature. Second, in the prioritization phase, 12 salient barriers were prioritized with the help of an expert panel. Third, in the modelling phase, the total interpretive structural modelling (TISM) technique was used to examine the mutual influences among these barriers toward modelling their linkages using a digraph. Finally, in the classification phase, these barriers were graphically plotted and classified into four quadrants based on their dependence and driving powers by using Matriced Impacts Croisés Multiplication Appliquée á un Classement (MICMAC) analysis. Findings: Two strategic barriers, namely, technology obsolescence and poor top management commitment, presented the strongest challenges against effective SR, as they were least dependent on other barriers and exerted strong influence over the operational barriers to executing SR. Practical implications: Because the strategic level barriers, exerting strong influence against effective SR, arise from the strategic choices of board and the C-suite, this paper helps them anticipate the recovery-related after effects of their choices, thus helping them in making better decisions. Originality/value: This paper contributes to research as it is first of its kind to explore and link SR barriers in B2B markets.