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A SERVQUAL approach to assessing da’wah as a management func5on
Jonathan Wilson, University of Greenwich, London, UK
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• Conceptual
• Synthesis of Management, Educa?onal, Consumer Behaviour and Islamic Literature
• Induc?ve Reasoning, Interpre?ve Phenomenological Analysis and Syllogisms, as a basis for Conceptual Metaphor Theory and Cri?cal Discourse Analysis
• Evidence supported by Expert Opinions and par?cipant observa?on methods
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Da’wah
Tacit
Overt
Explicit
Obliga5on
Implicit
Covert
Conceptualisa5on of Mode of Delivery
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Pragma5c paradigm for Da’wah transmission
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• Muslim managers aJempt to discharge a religious obliga?on, whilst striving for commercial excellence
• Whilst methods and approaches may change, depending on the audiences’ faith, the same inten?on remains
• Furthermore, it could be argued that Muslim managers’ desire for da’wah increases in aspira?on -‐ where there appears to be a lack of Islamic faith.
Drawing from this contextual backdrop within business
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• Da’wah should be considered a key management component
• It rarely reaches the procedural and pastoral elements, usually associated with decision making func?ons
• It is germane to the delivery of service quality and should be diffused through all communica5ons
• It needs to permeate internal and external ac5vi5es
• Therefore, as a business strategy it necessitates a business framework for analysis
Thesis
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Applica5on: How to align conceptually Da’wah with Halal Service Quality
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• Developing a service quality construct draws from 4 dis5nc5ve features:
Intangibility, Heterogeneity, Perishability and Inseparability (Parasuraman et al., 1985)
• Consumers evalua?on of service quality is based on comparing expecta?ons with percep?on on 5 dimensions
• Tangibles: Physical facili?es, equipment and service personnel’s appearance
• Reliability: The ability of service provider to accurately and dependably render services as promised
• Responsiveness: Service employees’ willingness to help customers and provide prompt service
• Assurance: Employee courtesy and their ability to inspire trust and confidence based on their knowledge of the job
• Empathy: How much individualized aJen?on which a firm can provide to a customer as a way of showing that they care?
Defining: Service Quality [SERVQUAL]
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SERVQUAL Service Quality gap model
CUSTOMER
PROVIDER
Word-‐of-‐mouth Communica5ons Personal needs Past experience
Expected service
Perceived service
Service delivery
Service quality specifica5ons
Management percep5ons of customer expecta5ons
External communica5ons to
customers
Gap 5
Gap 4
Gap 1
Gap 3
Gap 2
Parasuraman, A., Zeithaml, V and Berry, L (1985), “A conceptual Model of Service Quality and Its Implica?on for Future Research” Journal of Marke.ng, 49, pp. 41-‐50
Parasuraman, A., Zeithaml, V. and Berry, L. (1988), "SERVQUAL: A Mul?ple-‐ Item Scale for Measuring Consumer Percep?ons of Service Quality", Journal of Retailing, 64(1): pp.12-‐40
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§ GAP 1 – not knowing what customers expect
§ GAP 2 – the wrong service quality standards
§ GAP 3 – the service performance gap
§ GAP 4 – when promises do not match actual delivery
§ GAP 5 – the difference between customer percep?on and expecta?on
Reasons for Service Quality gaps
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Conclusion
To raise standards of business and da’wah:
Rigorous analysis needs to be undertaken, using a hybrid approach which blends conven5onal business
models with Islamic principles to move beyond nominal quan5fica5on
…and towards robust qualita8ve
qualifica8on