Marketing de Servicios 6ta Ed, Christopher Lovelock

45. Jon R. Katzenbach y Douglas K. Smith, “The Discipline
of Teams”, Harvard Business Review, 71 (marzo-abril,
1993): 112.
46. Berry, On Great Service- A Framework for Action: 131.
47. Charles A. O’Reilly III y Jeffrey Pfeffer, Hidden Value-
How Great Companies Achieve Extraordinary Results with
Ordinary People: 9.
48. Berry, Discovering the Soul of Service: 189.
49. Schneider y Bowen, Winning the Service Game: 141; Berry,
On Great Service: 225.
50. Ron Zemke, “Experience Shows Intuition Isn’t the Best
Guide to Teamwork”, The Service Edge, 7, No. 1 (enero,
1994): 5.
51. Esta sección se basa en Schneider y Bowen, Winning the
Service Game: 145-173.
52. Un buen resumen del establecimiento de metas y motivación
en el trabajo se puede encontrar en Edwin A.
Locke y Gary Latham, A Theory of Goal Setting and Task
Performance, Englewood Cliffs, NJ: Prentice Hall, 1990.
53. O’Reilly y Pfeffer, Hidden Value- How Great Companies
Achieve Extraordinary Results with Ordinary People: 232.
54. Jeffrey Pfeffer, Competitive Advantage Through People,
Boston: Harvard Business School Press, 1994: 160-163.
55. Jody Hoffer Gittell, Andrew von Nordenflycht y
Thomas A. Kochan, “Mutual Gains for Zero Sum?
Labor Relations and Firm Performance in the Airline
Industry”, Industrial and Labor Relations Review, 57,
No. 2 (2004): 163-180.
56. Los autores del siguiente trabajo destacan el papel del
ajuste entre la tradición, la cultura y la estrategia, que en
conjunto conforman la base de las prácticas de RH de la
empresa: Benjamin Schneider, Seth C. Hayes, Beng-Chong
Lim, Jana L. Raver, Ellen G. Godfrey, Mina Huang, Lisa
H. Nishii y Jonathan C. Ziegert, “The Human Side of
Strategy: Employee Experiences of a Strategic Alignment
in a Service Organization”, Organizational Dynamics, 32,
No. 2 (2003): 122-141.
57. Scott B. MacKenzie, Philip M. Podsakoff y Gregory A.
Rich, “Transformational and Transactional Leadership
and Salesperson Performance”, Journal of the Academy of
Marketing Science, 29, No. 2 (2001): 115-134.
58. Berry, On Great Service: 236-237. El siguiente estudio
destacó la importancia que tiene el clima ético percibido en
la creación de un compromiso de servicio en los empleados
de servicios: Charles H. Schwepker, Jr. y Michael
D. Hartline, “Managing the Ethical Climate of Customer-
Contact Service Employees”, Journal of Service Research, 7,
No. 4 (2005): 377-397.
59. Schneider y Bowen, Winning the Service Game: 240.
60. Catherine DeVrye, Good Service Is Good Business, Upper
Saddle River, NJ: Prentice Hall, 2000: 11.
61. Hemp, “My Week as a Room-Service Waiter at the Ritz”.
62. Adaptado de Freiberg y Freiberg, Nuts’ Southwest Airlines’
Crazy Recipe for Business and Personal Success: 165-168.
63. Tony Simons, “The High Cost of Lost Trust”, Harvard
Business Review, 80 (septiembre, 2002): 2-3.
Capítulo 11 Administración del personal para lograr una ventaja competitiva 341