Clients as 'partial' employees of service organizations: role development in client participation

Article Abstract:

Many types of service organizations (both professional and nonprofessional) depend upon client participation to achieve desired levels of service. The more clients are called upon to participate in the service they receive, the less distinct become the lines separating client and employee. A model of client participation describes clients that participate in the rendering of service as 'partial employees'. Client participation is also described as having separate phases within the model. These are: (1) the pre-encounter phase, during which clients define their service expectations; (2) the encounter phase, during which the client contemplates contracting for service; (3) the negotiation phase; (4) the role acquisition and role determination phase, during which the contractual terms are agreed upon; and (5) the 'decoupling' phase, the point at which service is considered to be complete.

Models, Services, Customer service, Services industry, Service industries, Customer relations

---

The emperor has no clothes: rewriting "race in organizations."

Article Abstract:

This article analyzes how race has been studied in organization scholarship and demonstrates how our approaches to the study of race reflect and reify particular historical and social meanings of race. It is argued that the production of knowledge about race must be understood within a racial ideology embedded in a Eurocentric view of the world. Finally, a "re-vision" of the very concept of race and its historical and political meaning is suggested for rewriting "race" as a necessary and productive analytical category for theorizing about organizations. (Reprinted by permission of the publisher.)

Organizational research, Race, Ethnicity

---

Political-cultural analysis of organizations

Article Abstract:

The study of interest group politics is combined with the cultural interpretations of structural anthropology. By so doing, the structure and processes that go into determining the results of organizational behavior can be described more accurately than by a political analyses alone. The conceptual framework of political-cultural analyses and a methodology for implementing political-cultural analysis are described.

Political aspects, Associations, institutions, etc., Associations, Organizational behavior, Structural anthropology

Similar abstracts:

• Abstracts: Help in export strategies. Measuring export information use: scale development and validation. Can Selling be Globalized? The Pitfalls of Global Account Management
• Abstracts: Architectural innovation in product development through early supplier integration
• Abstracts: Employee perspectives on stock ownership: Financial investment or mechanism of control? The Aerial Class Struggle
• Abstracts: Information, cognitive biases, and commitment to a course of action. Senator Baker will address St. Louis '85
• Abstracts: Political risk analysis and direct foreign investment: some problems of definition and measurement. part 2 Political risk in the Gulf: the impact of the Iran - Iraq war on governments and multinational corporations

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.