Author： Young Cheri A. Corsun David L. Shinnar Rachel S.
Publisher： Emerald Group Publishing Ltd
ISSN： 0959-6119
Source： International Journal of Contemporary Hospitality Management, Vol.16, Iss.1, 2004-01, pp. : 27-36
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Abstract
Managers in manufacturing environments often engage in fire-fighting rather than taking a more proactive approach to management. It is argued that, although often necessary, fire-fighting has negative consequences associated with a focus on solving organizational symptoms rather than problems or predicaments. Additionally, many believe the empowerment of front-line service workers is key to a successful service recovery procedure or program. Three different types of empowerment ‐ service recovery, problem solving, and customer service ‐ are presented and it is shown that service recovery empowerment is associated with fire-fighting. The practical, managerial implications of these three types of empowerment, and of fire-fighting, are discussed.
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