The purpose of this study is to explore the attitudes and beliefs of front‐line employees regarding how customer‐company interactions might be improved. Since front‐line employees are closely connected to customers, the resultant experiences and relationships with customers are highly dependent on their actions. However, little is written from the perspective of front‐line employees.
Using a qualitative approach and employing an adaptation of the grounded theory method, this study uses front‐line employee participants with data collection occurring over a six‐month period. A variety of data sources were used including open‐ended reciprocal interviews, member‐checking interviews, observation, and collection of participant and researcher artifacts.
Findings suggest that organizational changes initiated by management create strategically constructed silos that force implementation through people and systems to control and standardize the service interface and resultant customer experience(s). This reactive and inwardly focused construction of silos often serves company rather than customer needs and can result in deteriorating service levels based on the type of customer‐company interaction occurring.
Contrary to how most customer service processes are designed by management, not all customer‐company interactions are alike and vary both in regard to the degree of knowledge needed by front‐line employees to fully serve customers, and the routine or non‐routine nature of the interaction. A two‐by‐two matrix is presented to highlight the impacts of silos occurring for various interaction types.
