Despite much interest in service quality and various other service quality measures, scholars appear to have overlooked the overall concept of quality. More specifically, previous research has yet to integrate the effect of the customer network and customer knowledge into the measurement of quality. In this work, it is posited that the evaluation of quality is based on both the delivered value from the provider as well as the value developed from the relationships among customers and between customers and providers. This research examines quality as a broad and complex issue, and uses the “Big Quality” concept within the context of routine healthcare service. The last few decades have witnessed interest and activities surrounding the subject of quality and value co-creation. These are core features of Service-Dominant (S-D) logic theory. In this theory, the customer is a collaborative partner who co-creates value with the firm. Customers create value through the strength of their relations and network, and they take a central role in value actualization as value co-creator. I propose to examine the relationship between quality and the constructs of value co-creation. As well, due to the pivotal role of the decision-making process in customer satisfaction, I will also operationalize …

The data produced and collected by organizations represents both challenges and opportunities for the modern firm. Business intelligence and analytics (BI&A) comprises a wide variety of information management technologies and information seeking activities designed to exploit these information resources. As a result, BI&A has been heralded as a source of improved organizational outcomes in both the academic and practitioner literature, and these technologies are among the largest continuous IT expenditures made over the last decade.Despite the interest in BI&A, there is not enough theorizing about its role in improving firm performance. Scholarly investigations of the link between BI&A and organizational benefits are scarce and primarily exploratory in nature. Further, the majority of the extant research on BI&A is techno-centric, conceptualizing BI&A primarily an organizational technical asset. This study seeks to explicate the relationship between BI&A and improved organizational outcomes by viewing this phenomenon through the lens of dynamic capabilities, a promising theoretical perspective from the strategic management discipline. In so doing, this research reframes BI&A as an organizational capability, rather than simply a technical resource. Guided by a comprehensive review of the BI&A and dynamic capabilities literature, as well as a series of semi-structured focus groups with senior-level business practitioners …