Table 1 Connection of the Service... | Emerald Publishing

Table 1

Connection of the Service Journey Quality concept to extant journey literature

Literature streams and exemplary studies	Insights for understanding SJQ	Shortcomings in understanding SJQ	How the SJQ construct can advance the stream
Service management Sivakumar et al. (2014), Dagger and Sweeney (2007), Verhoef et al. (2004), Brady and Cronin (2001), Grönroos (1984)	Highlights the importance of service process (functional) quality Provides measures for the customer's perceived quality of service encounters Shows that the timing of particular service quality attributes along the service process affects customer satisfaction	Focus on individual service encounters or overall service quality but not on the journey elements that affect the touchpoints' connectivity Little emphasis on the combination of touchpoints	Moves the focus of service quality from individual service encounters to combinations of potentially multichannel and multiprovider touchpoints
Service design Tax et al. (2013), Patricio et al. (2011), Zomerdijk and Voss (2010), Bitner et al. (2008)	Highlights that service providers should understand journeys from the customer's perspective Highlights that customer journeys differ from one another and depend upon customer preferences Provides tools, such as service blueprinting and customer journey analysis, to understand the service delivery process	Main emphasis on the structure of the journey, with less insight into other aspects of SJQ Does not offer measures for examining SJQ	Offers a scale for measuring the outcomes of service design at the journey level from the customer's perspective
Customer experience Lemon and Verhoef (2016), Kuehnl et al. (2019), Homburg et al. (2017), Brakus et al. (2009), Rawson et al. (2013)	Identifies strategic journey-related goals for service providers Highlights that smooth and thematically consistent journeys support positive brand attitudes and competitive differentiation Argues for the benefits of perfecting journeys as a whole as opposed to individual touchpoints	CX measures typically focus on customer responses to individual touchpoints and do not consider journeys Focus on path to purchase rather than service delivery	Offers a journey conceptualization that captures the key elements that affect CX formation in service-intensive contexts
Multichannel customer management Barwitz and Maas (2018), Neslin et al. (2006), Sousa and Voss (2006), Bendoly et al. (2005)	Provides tools for the design, deployment, and choice of channels for effective customer management Provides insight into channel properties that attract customers, especially channel integration Demonstrates that one's choice of interaction channels is individualistic	Focus on path to purchase rather than service delivery Focus on a few selected channels rather than the journey as a whole Focus on channel choice rather than the quality of a combination of touchpoints	Offers a tool for measuring customer perceptions of the performance of channel integration in service-intensive contexts

Literature streams and exemplary studies	Insights for understanding SJQ	Shortcomings in understanding SJQ	How the SJQ construct can advance the stream
Service managementSivakumar et al. (2014), Dagger and Sweeney (2007), Verhoef et al. (2004), Brady and Cronin (2001), Grönroos (1984)	Highlights the importance of service process (functional) quality Provides measures for the customer's perceived quality of service encounters Shows that the timing of particular service quality attributes along the service process affects customer satisfaction	Focus on individual service encounters or overall service quality but not on the journey elements that affect the touchpoints' connectivity Little emphasis on the combination of touchpoints	Moves the focus of service quality from individual service encounters to combinations of potentially multichannel and multiprovider touchpoints
Service designTax et al. (2013), Patricio et al. (2011), Zomerdijk and Voss (2010), Bitner et al. (2008)	Highlights that service providers should understand journeys from the customer's perspective Highlights that customer journeys differ from one another and depend upon customer preferences Provides tools, such as service blueprinting and customer journey analysis, to understand the service delivery process	Main emphasis on the structure of the journey, with less insight into other aspects of SJQ Does not offer measures for examining SJQ	Offers a scale for measuring the outcomes of service design at the journey level from the customer's perspective
Customer experienceLemon and Verhoef (2016), Kuehnl et al. (2019), Homburg et al. (2017), Brakus et al. (2009), Rawson et al. (2013)	Identifies strategic journey-related goals for service providers Highlights that smooth and thematically consistent journeys support positive brand attitudes and competitive differentiation Argues for the benefits of perfecting journeys as a whole as opposed to individual touchpoints	CX measures typically focus on customer responses to individual touchpoints and do not consider journeys Focus on path to purchase rather than service delivery	Offers a journey conceptualization that captures the key elements that affect CX formation in service-intensive contexts
Multichannel customer managementBarwitz and Maas (2018), Neslin et al. (2006), Sousa and Voss (2006), Bendoly et al. (2005)	Provides tools for the design, deployment, and choice of channels for effective customer management Provides insight into channel properties that attract customers, especially channel integration Demonstrates that one's choice of interaction channels is individualistic	Focus on path to purchase rather than service delivery Focus on a few selected channels rather than the journey as a whole Focus on channel choice rather than the quality of a combination of touchpoints	Offers a tool for measuring customer perceptions of the performance of channel integration in service-intensive contexts