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Exploring a “Gap” Model of Information Services Quality
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Author(s): William J. Kettinger (University of South Carolina, USA) and Choong C. Lee (Salisbury State University, USA)
Copyright: 1995
Volume: 8
Issue: 3
Pages: 13
Source title:
Information Resources Management Journal (IRMJ)
Editor(s)-in-Chief: George Kelley (University of Massachusetts, USA)
DOI: 10.4018/irmj.1995070101
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Abstract
Due to the growth of end-user computing, information technology (IT) decentralization and alternative sources of supply, the information systems (IS) function now serves customers that possess substantial discretion in their use and purchase of IS services. To continue to effectively deliver systems and services that IS customers perceive valuable, IS management must become expert in determining and assessing IS customers’ expectations and perceptions. One important source of guidance in such a market-driven environment is to look to the service marketing and operations literature for frameworks that may permit IS to more effectively determine and convey customer value of IS services and IT. This paper outlines IS service quality improvement as a means to cope with this customer-driven IS environment. Specifically, it adapts a widely accepted conceptual “gap” model from the marketing field as a framework for IS service quality management. This model has as its premise that service quality improvement is a continual process of determining and comparing customer expectations and perceptions and, then, modifying products and services based on the results of this assessment. Applications of this model in both research and practice are discussed.
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