Integrating quality and innovation in services in dynamic and turbulent environments

Universidade do Minho Escola de Engenharia Milton Francisco Barragán Landy Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments June 2022 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments UMinho | 2022 Milton Francisco Barragán Landy Universidade do Minho Escola de Engenharia Milton Francisco Barragán Landy Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments Doctoral Thesis Doctoral Program in Industrial and Systems Engineering Work done under the guidance of Professors Sérgio Dinis Sousa and Fernando Romero June 2022 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments ii Direitos de Autor e Condições de Utilização do Trabalho por Terceiros Este é um trabalho académico que pode ser utilizado por terceiros desde que respeitadas as regras e boas práticas internacionalmente aceites, no que concerne aos direitos de autor e direitos conexos. Assim, o presente trabalho pode ser utilizado nos termos previstos na licença abaixo indicada. Caso o utilizador necessite de permissão para poder fazer um uso do trabalho em condições não previstas no licenciamento indicado, deverá contactar o autor, através do RepositóriUM da Universidade do Minho. Licença concedida aos utilizadores deste trabalho Atribuição-NãoComercial-SemDerivações CC BY-NC-ND https://creativecommons.org/licenses/by-nc-nd/4.0/ Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments iii Acknowledgment I would like to express my very great appreciation to my supervisors Prof. Sérgio Dinis Sousa, and Prof. Fernando Romero. You have been great mentors for me. Thank you very much for the motivation, the inspiration, and the support through the encouragement, constructive suggestions, and criticisms that guided this research. This work has been supported by the Algoritmi Research Centre and the Department of Production and Systems, School of Engineering, University of Minho, Portugal. It was also supported by SENESCYT - Secretaría de Educación Superior, Ciencia, Tecnología e Innovación – Ecuador and the Department of Applied Chemistry and Production System, Faculty of Chemistry Sciences, University of Cuenca, Ecuador. Thank you very much for the support. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments iv Statement of Integrity I hereby declare having conducted this academic work with integrity. I confirm that I have not used plagiarism or any form of undue use of information or falsification of results along the process leading to its elaboration. I further declare that I have fully acknowledged the Code of Ethical Conduct of the University of Minho. University of Minho, June 2022. Name: Milton Francisco Barragán Landy Signature Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments v Dedicated to my beloved family, dad, mom, and sisters; especially to my loved wife Andrea A. CabreraAndrade and my children Mia, Isaac, and Ezequiel for their unconditional love, patience, and support. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments vi Abstract Organizations seek internally to develop adaptation and resilience processes in the face of context variables that change noticeably. Customers’ needs are dynamic, and organizations must also respond in a dynamic way. The aim of the research, based on quality, innovation, and complexity theories, is to analyse how organizations facing dynamic and turbulent environments develop Adaptation Mechanisms and internal change, supported by internal organizational Dynamic Capabilities, oriented to guarantee Service Quality in the Construction Sector, adapted to the specific context of Ecuador. This work emphasized an exploratory and a descriptive study. Twenty-four case studies in the Construction Sector were conducted. Information was collected from customers and managers through semi-structured interviews, and a survey that involved 273 customers and 230 managers was implemented. A model, entitled Service Quality and Innovation Model (SQiM), which proposes an explanation of the patterns of interaction between organization and their environment, was developed. The model and its components were validated through a survey and a discussion panel with managers. The results suggest that there are new Service Quality dimensions in the Construction Sector. From the customers’ perspective: requirements management and process optimization, emotional intelligence, ergonomic analysis, permanent training of the bricklayers, and bonus items. From the managers’ perspective: waste reduction planning, project monitoring and deeper socialization of technical aspects. On the other hand, the main Adaptation Mechanisms are integral training, budget savings management, paradigm change, management system improvement, teamwork empowerment, permanent feedback, versatile construction project, innovation, service approach and formal approbation. In addition, there are benefits arising from the performance measurement process, to identify improvement opportunities. The study may be generalised to other contexts, and the model and its components could be used or adapted to other contexts and economic activities, which need adaptation processes and resilient management. KEYWORDS: Adaptation Mechanisms, Dynamic and Turbulent Environments, Service Quality Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments vii Resumo As organizações procuram internamente desenvolver processos de adaptação e resiliência face a variáveis de contexto que mudam visivelmente. As necessidades dos clientes são dinâmicas, e as organizações devem também responder de uma forma dinâmica. O objetivo da investigação, baseada em teorias da qualidade, da inovação e da complexidade, é analisar como as organizações que enfrentam ambientes dinâmicos e turbulentos desenvolvem Mecanismos de Adaptação e mudança interna, apoiados por Capacidades Dinâmicas organizacionais internas, orientadas para garantir a Qualidade de Serviço no Sector da Construção, adaptadas ao contexto específico do Equador. Este trabalho enfatizou um estudo exploratório e descritivo. Foram realizados 24 estudos de casos no Sector da Construção. Foram recolhidas informações de clientes e gestores através de entrevistas semiestruturadas, e foi implementado um inquérito que envolveu 273 clientes e 230 gestores. Foi desenvolvido um modelo, intitulado Service Quality Innovation Model (SQiM), que propõe uma explicação dos padrões de interação entre as organizações e o seu ambiente. O modelo e as suas componentes foram validadas através de um inquérito e de um painel de discussão com gestores. Os resultados sugerem que existem novas dimensões de Qualidade de Serviço no Sector da Construção. Da perspetiva dos clientes: gestão de requisitos e otimização de processos, inteligência emocional, análise ergonómica, formação permanente dos pedreiros, e itens de bónus. Da perspetiva dos gestores: planeamento da redução de resíduos, acompanhamento do projeto e socialização mais profunda dos aspetos técnicos. Por outro lado, os principais Mecanismos de Adaptação são: a formação integral, gestão da poupança orçamental, mudança de paradigma, melhoria do sistema de gestão, capacitação do trabalho em equipa, feedback permanente, projeto de construção versátil, inovação, abordagem de serviço e aprovação formal. Além disso, há benefícios decorrentes do processo de medição do desempenho, para identificar oportunidades de melhoria. O estudo pode ser generalizado a outros contextos, e o modelo e as suas componentes podem ser utilizados ou adaptados noutros contextos e atividades económicas que necessitam de processos de adaptação e gestão resiliente. PALAVRAS-CHAVE: Mecanismos de Adaptação, Ambientes Dinâmicos e Turbulentos, Qualidade do Serviço Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments xiv List of Figures Figure 1. Juran Trilogy diagram............................................................................................................ 12 Figure 2. Deming PDCA cycle .............................................................................................................. 12 Figure 3. Quality gap diagram .............................................................................................................. 14 Figure 4. The generic feedback loops. .................................................................................................. 15 Figure 5. Kano model........................................................................................................................... 17 Figure 6. SERVQUAL model gap ........................................................................................................... 20 Figure 7. Measurement process ........................................................................................................... 26 Figure 8. The formal 10-step benchmarking process ........................................................................... 28 Figure 9. The Business Model Canvas Structure .................................................................................. 32 Figure 10. Characteristics of Complex Systems ................................................................................... 37 Figure 11. Six leadership disciplines for VUCA and DC ........................................................................ 39 Figure 12. Literature map of SQ within CS ........................................................................................... 51 Figure 13. Research conceptual framework ......................................................................................... 55 Figure 14. Research plan process ........................................................................................................ 60 Figure 15. Diagram workflow (Task 1 and Task 2) ............................................................................... 60 Figure 16. Diagram workflow (Task 3) .................................................................................................. 61 Figure 17: Cuenca location .................................................................................................................. 81 Figure 18: Case studies location (Customers) ...................................................................................... 82 Figure 19. Categorization of Service Quality Dimensions through the Kano Quality Model ................... 93 Figure 20. Service Quality Dimensions Evaluation (Managers) ........................................................... 125 Figure 21. SQ and Innovation Model (SQiM) in DTEs ......................................................................... 139 Figure 22. Important characteristics from customer and managers ................................................... 152 Figure 23. Perceptions on traditional Service Quality Dimensions ...................................................... 154 Figure 24. Perceptions on Service Quality Dimensions identified in the literature review .................... 155 Figure 25. Perceptions on Service Quality Dimensions identified from customers’ interviews ............ 156 Figure 26. Perceptions on Service Quality Dimensions identified from managers’ interviews. ............ 157 Figure 27. Perceptions on Dynamic Capabilities ................................................................................ 159 Figure 28. Perceptions on Adaptation Mechanisms ........................................................................... 161 Figure 29. Perceptions on Performance Measurement Propositions .................................................. 163 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments xv List of Tables Table 1. Organisation key benefits by QM principles ............................................................................ 11 Table 2. Attributes of Performance Indicators ...................................................................................... 23 Table 3. Difficulties in the PMS implementation ................................................................................... 25 Table 4. VUCA description.................................................................................................................... 38 Table 5. Strategic skills by leadership disciplines ................................................................................. 39 Table 6. Important aspects and representative authors by SQ Dimension ............................................ 50 Table 7. Research characterization ...................................................................................................... 57 Table 8. Technique and procedure by SO ............................................................................................ 59 Table 9. Questions explanation for the instrument in Task 1 (Customer Interview's Section 1) ............ 63 Table 10. Questions explanation for the instrument in Task 1 (Customer Interview's Section 2) .......... 64 Table 11. Questions explanation for the instrument in Task 1 (Customer Interview's Section 3) .......... 66 Table 12. Questions explanation for the instrument in Task 2 (Manager Interview's Section 1) ............ 69 Table 13. Questions explanation for the instrument in Task 2 (Manager Interview's Section 2) ............ 70 Table 14. Questions explanation for the instrument in Task 2 (Manager Interview's Section 3) ............ 73 Table 15. Questions explanation for the instrument in Task 3 (Customers) .......................................... 76 Table 16. Questions explanation for the instrument in Task 3 (Managers) ........................................... 78 Table 17. Project and experiences characteristics by case study (customers) ...................................... 83 Table 18: Service Quality Dimensions grouped by Service Quality definitions from the customers’ perspective ........................................................................................................................................... 85 Table 19. Characteristics to provide quality services and quality products: categorizing citations from the interviews (customers) ......................................................................................................................... 86 Table 20. Categorizing selected customer’s opinions of the dynamic requirements by case study ....... 88 Table 21. Categorizing selected citations concerning Adaptation Mechanisms from the customers’ perspective ........................................................................................................................................... 89 Table 22. Grouped impacts from selected citations regarding Impact of Adaptation Mechanisms by case study .................................................................................................................................................... 90 Table 23. Categorization of Service Quality Dimensions through the Kano Quality Model ..................... 92 Table 24. Service Quality Dimensions identified from the customers’ perspective................................ 95 Table 25. Customer’s perceptions in Service Quality Dimensions ........................................................ 96 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments xvi Table 26. Project and experience characteristics by case study (managers) ...................................... 104 Table 27. Service Quality Dimensions grouped by Service Quality definitions from the managers’ perspective ......................................................................................................................................... 106 Table 28. Characteristics to provide quality services and products considering changes: categorizing citations from the interviews (managers) ............................................................................................ 108 Table 29. Managers Opinions of the Dynamic Attributes and Stabilization Strategies: categorizing citations from the interviews............................................................................................................... 111 Table 30. Categorizing selected managers’ opinions of the dynamic requirements by case study...... 113 Table 31. Categorizing selected citations concerning Adaptation Mechanisms from the managers’ perspective ......................................................................................................................................... 115 Table 32. Managers’ Opinions of Performance Management and organizational behaviour by case study .......................................................................................................................................................... 116 Table 33. Categorizing selected citations concerning Managers’ Opinions of possible procedures to the Performance Measurement by case study ......................................................................................... 118 Table 34. Categorizing selected citations concerning Managers’ Opinions about the adaptation process by case study ..................................................................................................................................... 120 Table 35 Categorizing selected citations concerning Managers’ Opinions about the dynamic capabilities by case study ..................................................................................................................................... 121 Table 36. Categorizing selected citations concerning to Strategies to manage customers’ requirements by case studies .................................................................................................................................. 123 Table 37. Managers’ evaluation of traditional and new Service Quality Dimensions identified in the literature ............................................................................................................................................ 124 Table 38. Service Quality Dimensions identified by the author from the managers’ perspective........ 126 Table 39. Traditional and new Service Quality Dimensions: comparing customers’ and managers’ priorities ............................................................................................................................................. 136 Table 40. Emergent Service Quality Dimensions: comparing customers’ and managers’ perspectives .......................................................................................................................................................... 137 Table 41. Adaptation Mechanisms: comparing managers’ and customers’perspectives. ................... 138 Table 42. Relationships between Adaptations Mechanisms and Service Quality Dimensions: an integrated perspective ........................................................................................................................ 141 Table 43. Relationships between Dynamic Capabilities and Adaptations Mechanisms: an integrated perspective ......................................................................................................................................... 142 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments xvii Table 44. Tests hypothesis applied by Service Quality Dimensions between customers and managers .......................................................................................................................................................... 158 Table 45. Tests hypothesis applied by Dynamic Capability between customers and managers .......... 160 Table 46. Tests hypothesis applied by Adaptation Mechanisms between customers and managers .. 162 Table 47. Tests hypothesis applied by Performance Measurements Propositions .............................. 165 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 1 Chapter 1 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 2 1. Introduction 1.1 General remarks and motivation Organizations seek to adapt to customers’ needs, incorporate innovations in goods and services and create strategies to improve its business model to adapt to the dynamic environment. Customers’ needs are oriented by expectations, requirements, and wishes because of the influence of several factors. There are some theories that explain people needs and explain why people want and purchase more goods and services. Maslow's theory of needs, according to Brink & van Bronswijk (2013), considers five elements: (i) physiology, which is related to goods and services in relation to food, health maintenance, respiration, rest, biological aspects; (ii) safety, to feel safe and protected with housing, employment; (iii) social relations, framed towards association, acceptance, affection; (iv) esteem related to recognition, trust, respect and success; and (v) self-actualization, aimed at promoting the development of people's potential. When there are several organizations that offer similar goods and services, customers search to buy a specific product, based on internal and external stimuli. There are some factors that determine why customers buy a specific product from a specific organization. From a customers' perspective, the following factors may be important: (a) quality, is subjectively perceived by the customers; (ii) price, depends on their needs and interests, and in some cases customers look for goods and services with the lowest price; (iii) on-time delivery, is related to measuring the lowest delivery deadlines agreed with customers; (iv) service, is related with the way a customer receives a product and the empathy involved in the act of purchasing; (v) social responsibility, is related to customer’s preferences for products provided by organizations that have good and sustainability practices and care to the environment; and (vi) innovation, is related to the customers’ search for new goods and services with differentiation and new value propositions. Therefore, organizations must create an internal structure which is able to adapt to variable and/or unpredictable patterns of demand and to build some form of competitive advantage that enables the organization quality assurance, to satisfy and retain customers. Customers’ needs are dynamic, and organizations must also respond in a dynamic way (Teece, 2018), and in order to do that, adaptable and dynamic internal structures seem to be an essential factor to provide the necessary responses (Koos & Shaikh, 2019). Dynamic systems change constantly according to legal regulations, customer expectations, trends in design, the use of materials, in the technology used in the manufacturing process, or in new product development, among other aspects (Bertelsen, 2003; Akter, Wamba, & D’Ambra, 2019). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 3 To satisfy variable and unpredictable demand of goods and services, organizations may act by affecting the factors that determine demand, as referred previously: quality, service, price, innovation, and social responsibility; which reflect two broad dimensions of intervention: on one hand, the intangible dimension of the ‘service’, which includes price, on-time delivery, service, and on the other hand, the tangible dimension of the ‘product’, which includes product quality and innovation. Social responsibility and the close concept of sustainability is included in both dimensions. Both dimensions are often intertwined in complex ways and the customer perception of need satisfaction is modelled by a mix of contributions from both dimensions. When a product is consumed, besides having tangible characteristics, it has or depends on intangible elements, and in turn, when delivering a service, besides being something intangible, it will also be based, or depend, on some tangible aspect (Karwowski & Ahram, 2012). Through innovation companies develop new product characteristics to satisfy needs and consequently, to retain customers and attract new ones (OECD & Eurostat, 2018). By improving service, organizations provide alternative and/or complementary ways of offering value added to customers (Lee, 2015; Mahmoud, Hinson, & Anim, 2018). When the service characteristics are subject to dynamic conditions, organizations try to understand their customers’ requirements; thus, some customers are clear about their requirements, expectations and others are not (Forsythe, 2016). Therefore, organizations must incorporate the requirements with a degree of uncertainty. According to Tan & Pawitra (2001), which use the Kano’s Model (Kano et al., 1984), the attributes of the products and services can be classified as implicit, explicit or delights. If the characteristics are implicit , it means that they are present in the product or service and are not explicitly requested by the customer, for example, the requirements raised by the control institutions that issue technical standards, laws and regulations and the requirements that are assigned by the organization itself, which constitute the value-added. The explicit characteristics are those that are requested by the client in a timely manner and finally the delights that constitute elements of surprise and the strategy of some enterprises for their customers (Sousa et al., 2005). In the literature there are some models that were created to understand some dimensions of service quality, where the use of the expectations of the customers and their perceptions will determine the service quality. Models such as SERVQUAL, (Parasuraman et al., 1985) (Parasuraman et al., 1988), and the technical model (Grönroos, 1984) are considered important and relevant. Other authors have generated new models to understand the organizational structure, or have proposed sectoral models; BUILSERV (Perry Forsythe, 2016) that helps to evaluate the quality of the service in the construction Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 4 processes. However, according to Seth, Deshmukh, & Vrat (2005) there is an opportunity to improve the models to understand the dynamics of changes in the environment, by including variables or factors that represent change and/or evolution. Also, the organizations need a continuous improvement process to change and to adapt with flexibility to satisfy their customers with a dynamic use of performance measures (Sousa et al., 2005). The models created until this moment have advantages and disadvantages. They were developed from a deterministic approach, and reflect a partial reality, without considering a turbulent environment, sustainability, dynamic characteristics and flexibility within organizations (Geissdoerfer, Bocken, & Hultink, 2016; Palominos, Quezada, & Gonzalez, 2019). Also, they only provide a limited attention to the tangible dimension of the problem, which may be more related to innovation capabilities of the organizations (Teece, 2018), either at the level of managing the innovation process or at the level of knowledge management processes, which may affect the degree of innovativeness that the organization can master in order to respond to external dynamic pressures (Gorzeń-Mitka & Okręglicka, 2015; Snihur & Tarzijan, 2018). This research intends to address this knowledge gap by exploring the characteristics of management of service and product quality, connecting them to dynamic external factors that organizations face (Eriksson, 2014), and considering organizations, and their resulting behaviour, as complex adaptable systems (Gorzeń-Mitka & Okręglicka, 2015; Snihur & Tarzijan, 2018). This research also will contribute to integrate the perspectives of quality management and of innovation management, which have so often been apart (Prajogo & Sohal, 2006; Bourke & Roper, 2017; Pinto & Romero, 2020). However, the two functions may have important complementarities, and an approach that builds on the two streams may provide beneficial results (Bon & Mustafa, 2013). To study the relationships between service quality, product quality, response to dynamic environments and complex organizational behaviour, this research will adopt multiple-case study and survey research strategy (Saunders et al., 2016). The study will be conducted in the Construction Sector (CS) located in Cuenca city of Ecuador. Asides from the economic importance of this sector (BCEcuador, 2015) the main reason for choosing this sector is its peculiar and distinctive characteristic which makes it particularly fit for this study. CS is a sector that has faced ambiguity and difficulties in terms of its industrial classification. There have been perspectives that classify the CS in the manufacturing sector, and there are other perspectives that include it in the service sector (United Nations, 2015). Currently, according to the International Standard Industrial Classification of All Economic Activities – ISIC rev.4, 2008 and the Central Product Classification, the CS is composed of Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 5 two parts: first, ‘construction’ that covers the physical outputs of construction activities (e.g., building or civil engineering works), and second, ‘construction services’ that cover services provided in constructing these objects (United Nations, 2015). This duality of the CS, which is reflected also in the dual nature of the firms of the sector, makes it the ‘ideal’ sector to study, since this research is interested in the management processes that affect both services and products within a complex organization that thrives to adjust to dynamic conditions of the market. This is related to the new approaches to understand an organization that the literature has generated. The traditional classification of an organization into ones that produces only goods, or only services, must be complemented, because the reality of many organizations, and especially those in the CS, is delivering to the costumer’s goods through services and services through goods. This approach is called ‘servitization’; according to Vandermerwe & Rada, (1988) and according to Cambridge Service Alliance (2018) that define servitization as: “a process whereby manufacturers moves from product-led towards a service-oriented business model. For example, instead of selling jet engines, manufacturers develop service offerings in which customers are charged for propulsion usage”. In addition, according to G. Prakash, (2019) “services are emerging as dominant and over-arching bundle of exchanges where tangible product is a mean to deliver value added services”. Therefore, organizations within CS can be considered as a kind of organizations which adopt a servitization process and there is a need to recognize their complex nature (Siriwardena, 2015; OECD & Eurostat, 2018). An important understanding of the sector in greater depth will be carried on using a holistic approach (Moyes et al., 2016), which will help to understand the dynamics of the organizations and their environment. Complementarity of methods is needed to represent through a model the reality in a specific context. 1.2 Objectives 1.2.1 General objective The main research aim is to analyse how organizations facing dynamic and turbulent environments develop adaptation mechanisms and internal change oriented to guarantee service quality in the CS, adapted to the specific context of Ecuador. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 12 customer needs are met by the result; (ii) quality control processes that conduct operations so as to provide stability in the process; and (iii) quality improvement to create beneficial change and the attainment of unprecedented levels of performance (Defeo, 2017; Juran & Godfrey, 1999; Teixeira et al., 2015). Thus, some research questions emerge: What are the mechanisms that organizations within the CS use to guarantee products and services quality? Figure 1. Juran Trilogy diagram Source: (Defeo, 2017; Juran & Godfrey, 1999) W. Edwards Deming (1986) used the PDCA cycle because it helps to implement quality thinking within the organizations from an easy vision (Figure 2). The cycle is (i) Plan , oriented to define the policy, objectives, the processes, and activities with the necessary resources to offers goods and services with quality requirements fulfilment; (ii) Do , oriented to implement the after step; (iii) Check is the process to analyse the performance measures and to the determinate the organization situation in a specific period; and (iv) Act is the process to take actions oriented to improve the organization performance and go to the first step. Figure 2. Deming PDCA cycle Source: (APCER, 2015; UNIDO & JSA, 2007) The two approaches have advantages and disadvantages for use. For the first case the author summarizes the methodology in three phases to develop a quality culture with a pragmatic approach. In Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 13 the second case the author introduces an element "do" to incorporate a detail in the process implementation. It is important to define an organization objective in the moment to implement the methodology. For a better understanding it must be considered the context, the organization culture, the maturity level of the organization in quality processes and other factors. 2.2.1. Quality Planning Process According to Juran & Godfrey (1999), ‘quality planning’ is “a structured process for developing products (both goods and services) that ensures which customer needs are met by the final result” (p.45). In this case organizations must understand the stakeholder’s quality requirements, specially the customers’ needs through a process which helps to translate the ‘customer voice’ in technical specifications (K. C. Tan & Pawitra, 2001). However, the ‘customer voice’ has a dynamic behaviour because it changes in relation to many factors like, context, culture, paradigms and emotional factors; therefore, quality planning process should be a dynamics process (Palominos et al., 2019; Teixeira et al., 2015) and should include the adaptability process (Fundin et al., 2018). On the other hand, if the final products do not have clear specifications from the customers’ needs to develop them, a quality gap could be presented (Juran & Godfrey, 1999). Five important gaps are presented (Figure 3); thus, (i) understanding gap , occurs when organizations do not know who are the customers, what are their needs; (ii) design gap , occurs when the organizations do not translate the ‘customer voice’ in technical specifications; (iii) process gap , occurs when the process created is not capable of conforming to the design consistently time after time; (iv) operations gap , occurs when the means by which the process is operated and controlled may create additional deficiencies in the final product delivery; and (v) perception gap , is the final outcome of the process explained (Juran & Godfrey, 1999). An important quality gap between the customer perception of delivery and customer expectations is presented as the principal reason of poor performance in organizations. Thus, if there is an organization application of the ideal process like understanding of need; product design; capability to deliver design; and actual delivery, the organization could reduce the quality gap. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 14 Figure 3. Quality gap diagram Source: Adapted of (Defeo, 2017; Juran & Godfrey, 1999; Parasuraman et al., 1985) An important solution to the quality planning was presented by Juran, (1999) that constitutes a systematic process to reduce the quality gap: (1) establish the project, basically, define through a procedure of identification of problems which are opportunities to be resolved. Also, in relation to the organization strategy (mission and vision), the definitions of targets within a quality team; (2) identify the customers , with the purpose to segment the customers and establish strategies; (3) discover the customer needs from a holistic vision to understand the quality requirements; (4) develop the product , with the attributes defined and validated in the previous step; (5) develop the process-oriented with the activities necessary to the productive process; and (6) develop the controls and transfer to operations. This case is oriented to define a specific kind of control mechanisms to improve and to guarantee the fulfilment of the customer's needs. In summary it is important to understand the “Quality Planning Process”, because if an organization analyses the external and internal factors through a deep study; the organization could develop better products/services and processes. 2.2.2. Quality Control Process When an organization has established a management system and has planned their strategy with policies, objectives, and processes, and where customers’ needs and/or expectations should be translated to quality requirements, and they could be monitored to verify the fulfilment of the targets, ‘quality control’ emerge as a part of quality management oriented quality requirements fulfilment (ISO 9000, 2015). Also, as a process for conducting operations so as to provide stability of the operations Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 15 within organizations (Defeo, 2017; Juran & Godfrey, 1999) to prevent and/or to reduce adverse change. Figure 4 shows the universal and generic feedback loop developed by Juran, which has five phases. It can be applied in all processes within the services sector, and manufacturing sector. Figure 4. The generic feedback loops. Source: Adapted from (Juran & Godfrey, 1999) An organization which produces goods and services must develop processes to transforms inputs (raw materials, information, etc.) into outputs; however, each activity needs a mechanism called sensor, which has the responsibility to measure the actual performance of the product and/or the process. This measure is analysed by an umpire which compare any gap difference with the organization goal. Therefore, it stimulates an actuator to generate corrective and preventive actions and stabilise operations and the fulfilment of quality (Juran & Godfrey, 1999). 2.2.3. Quality Improvement Process Organizations can evolve to higher quality levels. This evolution depends on their quality thinking, quality maturity and other factors; also, they must introduce a sustainable process from an economic, social, and environmental perspective to incorporate a quality culture with social responsibility. So, emerges the ‘improvement quality process’ as a part of quality management oriented as a recurrent activity to improve performance (ISO 9000, 2015); also, as a status change of an organization oriented to generate other goals and new challenges; Thus, the organization has new quality levels (knowledges, learnings, wisdom, etc.) (Siriwardena, 2015). An approach to include a continuous improvement process is to apply an adaptable QM to the dynamic and turbulent environments (DTEs). This is possible through innovation processes within the organizations because organizations create new ways of production and improve the productivity Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 16 through new machines, new processes, new employees, or employees with new capabilities (Liu et al., 2021; Pinto & Romero, 2020). Therefore, the improvement process has a continuous approach. Juran trilogy has been considered to design new methodologies. Teixeira et al. (2015) developed a methodology to prioritize quality problems in Small and Medium Enterprises (SMEs) and they concluded that it contributes to identify improvement opportunities; also, it helps organizations with low levels of quality maturity to improve their performance (Aluko et al., 2021; Rojas-Lema et al., 2021). According to Al-Haddad & Kotnour (2015) organizational change requires a systematic and flexible management. In summary, QM is important; and at the same time is vital to implement into the organizations, through a quality planning, quality control and quality improvement process because the dynamic environment characterized by change, complexity, customer demands, sales, deliver orders, procurement, competitive pressure, cost impacts and constraints and others, stimulate the generation of new ideas to create a quality dynamic management with the purpose to adapt to the DTEs (Frynas et al., 2018; Gorzeń-Mitka & Okręglicka, 2015; Teece, 2018). 2.3. Service Quality Service quality (SQ) is related to the satisfaction of the clients in the short term, and it is related with factors that change continuously. SQ has no singular definition. According to Parasuraman et al. (1985), to assess SQ in an organization is “to evaluate the satisfaction of consumers through the analysis of the gap between its expectations and perceptions in a specific time after receiving a service”. Also, according to Grönroos (1984), SQ is dependent on: (i) the technical quality and (ii) the functional quality with an important role of the corporate image; thus, the technical quality tries to interpret what are the expectations; the functional quality tries to find the way in which the organization interprets the characteristics and translates them to technical specifications of work, and the corporate image deals with the perceptions of the consumers about the organization of the service that depends on technical and functional quality, price, external communications, physical location appearance of the site, and the competence and behaviour of service firms’ employees (G. Prakash, 2019; Seth et al., 2005). SQ “is the consequence not only of the performance of service, but also of the interaction between customer and firms” (Rew et al., 2018). SQ “is an important determinant of customer satisfaction which in turn influences customers’ loyalty” (Izogo & Ogba, 2015b); also, when a customer perceive a service to be more utilitarian in nature, the result can be related in the optimal process performance Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 17 (Beltagui & Candi, 2018). Therefore, SQ within CS organizations contribute to develop a new way of understanding knowledge in that sector (Sama et al., 2021; Yang et al., 2021). An important research about the features of goods and services is the Kano's model (Kano, et.al, 1984), that according to Tan & Pawitra, (2001) says that Kano has developed a model to categorize the attributes based on how well products and services are able to satisfy customer needs. Figure 5 shows the model with their categories: (i) basic quality (must-be or basic needs); (ii) expected quality (onedimensional/performance needs); and (iii) exiting quality (attractive or excitement needs). Figure 5. Kano model Source: Adapted (Pyzdek, 2002) (1) Must-be or basic needs This category of attributes occurs when customers become dissatisfied when performance of the product attribute is low. Interestingly, however, customer satisfaction does not rise above neutral even with high performance of the product attribute (K. C. Tan & Pawitra, 2001). It is perceived as basic quality by the customers and represents a set of implicit characteristics which the products and services should to have (Pyzdek, 2002). These characteristics are akin to principal attributes that are legal and regulatory to obligations. (2) One-dimensional / performance needs This category of attributes arises when customers’ satisfaction is a linear function of the performance of the product attribute (K. C. Tan & Pawitra, 2001). Also, it is perceived as expected quality by the customers and represents a set of explicit characteristics which the organization should give to the customers (Pyzdek, 2002). In relation with this part the attributes are the expectations which customers explicitly consider. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 18 (3) Attractive or excitement needs This category of attributes occurs when customers’ satisfaction increases exponentially with increasing attribute performance (K. C. Tan & Pawitra, 2001). Also, it is perceived as an exciting quality by customers and represents a set of delight characteristics which the organizations should give to the customers to generate super-satisfaction (Pyzdek, 2002). These attributes include an element of surprise because the customer does not expect this kind of characteristic, and the organization provides it to generate customer satisfaction. There is an important factor to consider within Kano’s model related to the three kinds of attributes that change in relation to the context and the "true moment" 2 . This is the dynamic changing of the characteristics. For example, in an organization that offers a service (e.g., a construction service), a person needs a wooden furniture to a living-room with some characteristics. To apply the Kano model in first instance, the implicit attributes correspond (wood dry, strong grip, uniform paint, information, etc.) to attributes that are considered the need to be solicited. Later, when the person requires a specific characteristic, the explicit attributes are (specific design, type of wood, final paint, accessories, specific information, etc.). Finally, the delight attributes are if the person receives personalized advisory (Computer-aided design animation, free delivery, etc.). Therefore, these three characteristics dynamically change every day. Thus, the attributes delight converts to explicit; later, the explicit becomes implicit, the customers move into a new opportunity of interaction with the same organization, they will require the delight as explicit and the explicit as implicit in DTEs. Kano Model has had many and important applications in the literature. Zobnina & Rozhkov (2018) with their results analysed the tourism sector and provided for hotel managers a simple customer satisfaction measurement tool. Velikova, Slevitch, & Mathe-Soulek (2017) in similar way studied wine satisfaction drivers and were identified attributes with an important categorization. Gupta & Shri (2018) studied the customer requirements and designed a tool to classify the customer needs. The models studied have contributions and limitations, and it is necessary to study them in dynamic and turbulent environments. 2.3.1. Service quality models There are several models that have contributed to understanding SQ of an organization. Seth et al., (2005), found several models about SQ, with some approaches, factors and dimensions such as: 2 “True moment” is considered a situation of interaction between the customer and the employee of an organization Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 19 Technical and functional quality (Grönroos, 1984); Gap model (Parasuraman et al., 1985); Attribute service quality; Synthesized model of service quality; Performance only model; Ideal value model of service quality; Evaluated Performance and Normed Quality model; IT alignment model; Attribute and overall affect model, Model of perceived quality and satisfaction; Pivotal, Core and Peripherical attribute model; Retail service quality and perceived value; Service quality; Customer value and customer satisfaction model; antecedent and mediator model; Internal service quality model; Internal service quality DEA model; Internet banking model; IT-based model; Model of e-service quality; and another that are possible to discover in other contexts, sectors and situations, but, most important is that all models complement the others (G. Prakash, 2019; Seth et al., 2005). The research developed by Seth et al., (2005) presents some weakness or limitations within each analysed model: (i) the need to explain how is the practical operationalization, (ii) how is made the measuring of the variables; (iii) interpretation of the SQ model in different types of service; (iv) quantitative relationship between customers satisfaction and SQ needs; (v) effect of demographic variables, price, physical environment, (vi) effect of changes in external environment on model is not considered. Also, according to Prakash, (2019) is necessary to explore and re-think a correct approach to SQ to ensure which is the quality from a holistic manner. Prakash, (2019) presented some approaches to understand SQ such as: ( i ) adaptation with strategic drivers and imperatives , such as customer satisfaction, relationship and loyalty, service recovery, service failure, servitization; (ii) learning and alignment, it involves application of service-driven approaches across various sectors; and (iii) problem structuring technology , it is emerging as key enabler of service-driven offerings. Therefore, SQ constitute a challenge to the organizations that strive to improve their performance. The most important contribute to the literature is the traditional SQ model created by Parasuraman et al., (1985) (Figure 6). The model presents some gaps that are needed to understand by an organization to improve the quality in the service deliver. “The model present, eight gaps: Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 20 Figure 6. SERVQUAL model gap Source:(Parasuraman et al., 1985) (1) the gap between consumer expectations and management perceptions of those expectations will have an impact on the consumer's evaluation of SQ. (2) the gap between management perceptions of consumers expectations and the firm's SQ specifications will affect service quality from the consumer's viewpoint. (3) the gap between SQ specifications and actual service delivery from the consumer's standpoint. (4) the gap between actual service delivery and external communications about the service will affect service quality from a consumer's standpoint. (5) the quality that a consumer perceives in a service is a function of the magnitude and direction of the gap between expected service and perceived service. (6) the gap 6 = f (1,2,3,4,5). (7) consumers typically rely on experience properties when evaluating SQ; and (8) the gap of the position of a consumer’s perception of SQ on the continuum depends on the nature of the discrepancy between the expected service (ES) and the perceived service (PS) - (a) when ES > PS, perceived quality is less than satisfactory and will tend toward totally unacceptable quality, with increased discrepancy between ES and PS; (b) when ES = PS, perceived quality is satisfactory; (c) when Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 21 ES < PS, perceived quality is more than satisfactory and will tend toward ideal quality, with increasing discrepancy between ES and PS” (Parasuraman et al., 1985, p44-49). To complement their model a multiscale was created to evaluate SQ. Parasuraman, Berry, & Zeithaml (1991) and Parasuraman, Zeithaml, & Berry (1994) defined five dimensions to measure SQ: reliability; responsiveness; assurance, knowledge and attentions shown by employees; empathy; and tangibles elements. In relation to the dimensions, it is important to note that the dimensions are a set of characteristics grouped into a similar theme and that can change over time. In summary SQ process developed with customers helps to create an organization culture oriented to generate customer satisfaction all the time; also, SQ factors influence in the decision making, improvement plans and strategy generations. There is an opportunity to development models which help to represent and understand the behaviour of the organizations in the interaction process with their customers in DTEs. 2.4. Performance Measurement Performance is a relative term of interpretation because when analysing an organizational system in a specific context, it has many interpretations, approaches, ways of measurement and different ways of understanding it. This depends on the philosophical trend used, deterministic and/or holistic approaches. Also, the kind of data depends on the object of analysis to make decisions within the organization: internal and external data source, subjective and objective data type, reference to benchmark and self-referenced, input and output process orientation. According to the Cambridge Dictionary, (2018) the term ‘performance’ has different meanings in relation to the context, thus, is “how well a person, machine, etc., does a piece of work or an activity”, “the act of doing something, such as your job” and is “how successful an investment, company, etc., is and how much profit it makes”. According to Braz, Scavarda, & Martins, (2011) is “the efficiency and effectiveness of actions within a business context”. Also, the term ‘assessment’ according to (Cambridge Dictionary, 2018) is “the process of testing, and making a judgment about, someone’s knowledge, ability, skills, etc.”. Therefore, when an organization analysis its performance, it is calculating the level of the resources it uses and the effect and/or impact wanted through the intended results. According to Neely et al., (1995), Performance Measurement (PM) is defined as "the process of quantifying effectiveness and efficiency of action". Lohman, Fortuin, & Wouters (2004), state that PM is Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 28 leaders" (Juran & Godfrey, 1999, p.343). Thus, organizations can establish an adaptability and flexibility strategy to know other well practices and try to incorporate within the organizations. The purpose of using this strategy within organizations is to generate a process of continuous improvement from an endogenous and exogenous vision. Thus, identify the competitive advantages of the competence and improve within the organization; and analyse the strengths within the organization to generate integral strategies for all the firm. In addition, benchmarking is a process to identify aspects from the best practices of organizations in order to learn from them; however, the organizations use benchmarking when there is a need to change, as well as then they need to know what should be changed and how the organization should be seen after the change (Defeo, 2017). Figure 8 shows the formal 10-step benchmarking process develop through ASQ Quarterly Press with four phases: Figure 8. The formal 10-step benchmarking process Source: Adapted (Juran & Godfrey, 1999) 12:4 (i) planning, oriented to identify a topic of benchmarking and partner and the process of collecting data. (ii) analysis, where the objective of this phase is to identify the competitive gap and establish an initial improvement plan. (iii) integration, through the process of communicating the main outcomes to specific actors within the organization and the definition of the organizational targets; and Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 29 (iv) action, which consists in implementing the developed plan, evaluating, and monitoring the results and decision making. This process is similar to the cycle of Deming PDCA (ISO 9000, 2015). The process of implementing ‘benchmarking’ within the organizations should be a creative process because there are success factors to consider with its implementation. On the one hand a behavioural benefit in relation to benchmarking helps an organization to focus and drive about what requirements are necessary and how to achieve them. On the other hand this process generates a competitive advantage because the effective use of benchmarking in decision making and taking actions can help organizations achieve superior customer service levels. (Juran & Godfrey, 1999). In summary, PMS helps to an organization to improve continuously its capacity to produce goods and services through actions with efficiency, and effectively. Also, to optimize with the use of technologies the value processes for to offer to its customers a high quality in the goods and services. The identification of the competitive advantages of the competence through benchmarking process and improve within the organizations could help to adapt the business model and improve their resilient through internal innovation processes. 2.5. Innovation Management Each organization strives to develop a business model to improve the quality characteristics of goods and services to increase customers’ satisfaction because customers search for new goods and services with differentiation and new value propositions. Therefore, it is necessary to generate new ways of satisfying customers’ needs. Thus, ‘innovation’ as an important emergent behaviour of the organizations to adapt to the environment is necessary. Innovation is “the successful exploitation of new ideas and their commercial exploitation”; thus, each firm has to create an adaptive system business model considering the passive and active customers that could demand features with a specific structure of products and services (Swann, 2009). According to OECD & Eurostat (2018) “An innovation is a new or improved product or process (or combination thereof) that differs significantly from the unit’s previous products or processes and that has been made available to potential users (product) or brought into use by the unit (process)” (p.20); therefore, organizations have to incorporate this concept oriented to increase their sustainability and resilient with a continuous improvement (Barbosa et al., 2018). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 30 Some questions emerge: How an organization can optimize its resource to implement an innovation process? What factors influence to incorporate new innovations trends within the organization? How can the organization change its organizational structure in relation with a turbulent environment? There are different ways through which organizations apply innovation. It is depicted conventionally as a series of linear phases or stages according to Cooper & Kleinschmidt (1995) cited by AarikkaStenroos, Jaakkola, Harrison, & Mäkitalo-Keinonen (2017), the innovation process begins with an idea, proceeds to goods and/or service development, and ends with launch and commercialization. Thus, the organization adapt their system structure to generate new mechanisms and to fulfil customer requirements (Wziątek-Kubiak & Pęczkowski, 2021). According to OECD & Eurostat (2018) Innovation Management (IM) “includes all systematic activities to plan, govern and control internal and external resources for innovation” (p.91). IM play an important role within the organization oriented to help to implement continuous improvement processes. 2.5.1. Innovation process and typologies An innovation process within organizations can occur from various perspectives. The generation of ideas, their evaluation, experimentation, implementation, and their consolidation will depend on the maturity of the organizations. Thus, there are some typologies within the innovation process (Swann, 2009; Tena & Marina, 2021): (i) organizational innovation, which “is understood to encompass processes which lead to the establishment or adoption of new production and management models, not only for production but also for tangible and intangible resources” (Management Association, 2017, p.583); also, it “addresses changes to the organization, which may occur in organization structure, new forms of management, and work environments” (Kahn, 2018); (ii) supply chain innovation oriented to find new ways (supply chain process) to deliver goods and service to the customers with the suppliers and distributors optimization. (iii) marketing innovation, oriented “to connect with customers and consumers on new and different levels and may include new types of promotional efforts” (Kahn, 2018); and (iv) business model innovation, is oriented to “describes either a process of transformation from one business model to another within incumbent companies or after mergers and acquisitions, or the creation of entirely new business models in start-ups” (Geissdoerfer, Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 31 Bocken, & Hultink, 2016, p.1220). Therefore, organizations have many ways of adapting the innovation process that depends on their interests, on their strategy, and on organizational and other aspects. 2.5.2. Business Model Innovation A “Business Model (BM) is a systemic and conceptually rich construct, involving multiple components, several factors (boundary spanning) and complex interdependencies and dynamics” (Fagerberg & Mowery, 2009 p431). Also, BM plays important roles in the emergence of new organizational architectures designed for profit purposes. BM within organizations could be a vehicle or a way to generate innovation processes, or at the same time a BM could be an internal innovation mechanism (Ademi et al., 2021). The creation of new and novel BM as a disruption mechanism could help to change the logic of the organizations replacing the old way of doing products and services. Therefore, a Business Model Innovation (BMI) process is necessary for a better organizational performance. According to (Fagerberg & Mowery, 2009) BMI could be structured in two ways: (i) Business Model Design (BMD), it “refers to the entrepreneurial activity of creating, implementing and validating a BM for a newly formed organization” and “a process of entrepreneurial venture creation involving the design of the content, structure, and governance of the transactions that an organization performs in cooperation with a network of exchange partners to create and capture value” (p424). (ii) Business Model Reconfiguration (BMR), “capture the phenomena by which managers reconfigure organizational resources (and acquire new ones) to change an existing BM” (p424). It is important to considerer that uncertainty affects modes of BMD and associated entrepreneurial tasks (Ademi et al., 2021; Cosenz & Noto, 2018; Jones et al., 2016). Also, in relation with the changes in the environment, organizations could be implemented BMR through a BMI to gain strategic flexibility by enhancing capabilities to respond to environmental complexity while decreasing formal design complexity (Fagerberg & Mowery, 2009; Pekkola et al., 2016). The independent elements in the value creation process through a BM could be such as: (i) customer value proposition, (ii) profit formula, (iii) key resources, and (iv) key processes (Johnson, Christensen and Kagerman, 2008; Johnson, 2010) cited in (Fagerberg & Mowery, 2009) represent an Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 32 important contribution to understand the innovation process in BM. However, BMI has the potential for transformative growth and exponential returns for the innovator, it is a high-risk move that can involve changing the entire architectural and structural configuration of an organization. BMI could develop new value, new customer segments and entirely new industries. Figure 9 shows at typical structure of the Business Model Canvas with nine elements: customers segments, value propositions, customer relationships, channels, key partners, key activities, key resources, cost structure and revenue streams. Figure 9. The Business Model Canvas Structure Source: (Nidagundi & Novickis, 2017; Osterwalder, Alexander and Pigneur, 2010) Service Innovation (SI) is a recent concept that has emerged in relation to innovating intangible product through a service vision logic (Verma & Rajagopal, 2013). SI is an innovation process which enables organizations to reduce the distance from their customers (Rew et al., 2018). Also, it represents an important challenge within the servitization process (Zhang & Banerji, 2017; Weigel & Hadwich, 2018) because when the environment changes constantly, organizations need to generate a dynamic organization structure. Therefore, an organization should create a process that allows innovations or changes in the business model in order to adapt to the customer’s changing needs (Ademi et al., 2021; Hacklin et al., 2018). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 33 In the same way, according to Teece (2018) “a business model helps to define customers’ needs with a specific value creation, delivery and mechanisms which a firm employs” (p.40) to offer their customers products and services; however, the implementation of a business model that help the organization to adapt to the DTEs depends on their capabilities (Cosenz & Noto, 2018; Teece, 2018). Therefore, organizations should to generate the ability to integrate, and configure internal competences to address changes in the business environment. These capabilities are called ‘dynamic capabilities’ (sense, seize, transform) (Eriksson, 2014; Teece et al., 1997; Teece, 2007; Teece, 2018). Thus, some research questions emerge: How can organizations adapt their business model to a dynamic and turbulent environment? What dynamic capacities should organizations incorporate? 2.5.3. Dynamic Capabilities David J. Teece, Gary Pisano, and Amy Shuen have researched the topic term Dynamic Capabilities (DC) during a long time (César Camisón & Puig-Denia, 2016; Eriksson, 2014; Lin et al., 2016; LópezMielgo et al., 2009; Schoemaker et al., 2018; Teece, 2018). DC are the skills to integrate, build, and reconfigure internal and external competences to address rapidly changing environments (Schoemaker et al., 2018). DC represent an important topic to consider managing DTEs on the organizations. DC are underpinned by organizational routines and managerial skills. The highest-order DC could be considered: (i) sense , it identifies opportunities of technological possibilities and to technology development; (ii) seize, design, and refine business model; commit resources; and (iii) transform , realign structure and culture to align existing capabilities or to invest in new capabilities. Teece (2018) concluded in his study that “strong dynamic capabilities enable the creation and implementation of effective business models”; also, Schoemaker, Heaton, & Teece (2018) say that “strong dynamic capabilities lead to a coherent collection of knowledge and skills needed to address near-future market opportunities and development of a viable business model”. Therefore, DC depends in part on the organizational flexibility and the maturity of integration of innovation processes. In summary DC represents a concept in relation with the research topic because internal change emerges from an endogenous approach. Also, DC helps to understand the complexity of the organizational structure within an organization. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 34 2.6. Complexity Theory QM and IM theories were analysed in previous sections to present the main concepts, tools, and action strategies. These two theories lead an organization to be "ambidextrous"; that is, quality and innovation are complementary part of the current actions of organizations in DTEs. Complexity Theory (CT) is addressed with the aim of strengthening the concepts from a holistic approach and understanding how an organization interacts with the environment and adapts based on the environment changes from an integral vision. Typically, the use of the term complex is understood as difficult. According to Wood & Gidado (2008) the term “complex refers to a system that is made up of a large number of interacting parts and in essence complexity science is the study of these interactions”; also, the key in complexity thinking revolves around the interaction of elements in a system (Smith, 2005). According to Lissack, (1999) CT challenges the traditional management assumptions by noting that human activity allows for the possibility of emergent behaviour; thus, emergence, complexity science and organization converge. Also, “emergence” is an overall system behaviour and cannot be predicted or even envisioned from a knowledge of what each component of a system does in isolation” (Prigogine, 1987). Thus, these interactions and adaptations result in evolutionary processes and often surprising "emergent" behaviours at the macro level. Complexity science attempts to find common mechanisms that lead to complexity in nominally distinct physical, biological, social, and technological systems. According to Morín, Ciruana, & Motta (2002) complexity is at first sight a tissue of inseparably associated heterogeneous constituents, which present the paradoxical relationship of the one and the multiple, also complexity is effectively the fabric of events actions, interactions, retroactions, determinations, hazards, that constitute our phenomenal world (Herrera Vidal & Coronado Hernández, 2021; Öztürk & Kızılkaya, 2017). There are some causes of the variability of the SQ like the intrinsic variability of the service preconditions arranged by the service provider, the variability of the interaction between the service and the customer, and the variability of the SQ evaluations made by the same customer (Erto et al., 2011). Therefore, complexity theory could help to understand the SQ. 2.6.1. Complex Adaptive System A Complex Adaptive System (CAS) is the aggregation of autonomous subsystems that have a common interdependence, processes and affinity that strive for a common goal and that interact with the environment. Such subsystem is named "fractal" or “agents" (Anderson, 1999; Hasgall, 2019). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 35 An important characteristic of a CAS is in relation with the skill that an employee within an organization to reach innovative solutions and help it coping with a dynamic environment. Thus, fractals behaviour create knowledge through a team work between employees (Hasgall, 2019). According to Anderson (1999) the CAS models represent a genuinely new way of simplifying the complex. CAS are characterized by four key elements: (i) agents with structure , in a model of an organization, agents might be individuals, groups, or coalitions of groups. Each agent's behaviour is dictated by a structure, a cognitive structure that determines what action the agent takes at time t given its perception of the environment (at time t, or at time t – k). (ii) self-organizing networks sustained by importing energy agents are partially connected to one another, so that behaviour of an agent depends on the behaviour or state of some subset of all the agents in the system. Thus, in a system dynamic or living system variables are connected by feedback loops. Also, self-organization could be considered as a process by many elements that interact to create spatiotemporal patterns of behaviour that are not imposed by external forces (Eve et al., 2018). (iii) coevolution to the edge of chaos , each agent adapts to its environment by striving to increase a payoff or fitness function over time; and (iv) recombination and system evolution , evolve over time through the entry, exit, and transformation of agents. A CAS could present some important features in relation to the changes in the organization such as: (i) learning skill ; in relation with a process of adaptation of a system through changes in its internal patterns, including, but not exclusively, the changes in its components parts; (ii) being in interaction with ; it is uttered that there is an interaction between components creating the system and the environment, because of this interaction, complex behaviours occur. None of these components have an impact on the revealed behaviour in the organization; and (iii) experience; i t is uttered that the organization gains experience because of the events faced with challenges and so it reorganizes itself again until it gets the partial "equilibrium" (Bertelsen, 2003b, 2003a; Öztürk & Kızılkaya, 2017; Prokopenko, 2019). A CAS could present some important characteristic established by Snowden (2012) and Mack, O., Khare, A., Kramer, A., & Burgartz, (2015) such as: - high sensitivity to small changes. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 36 - hindsight does not lead to foresight. - proximity and connectivity are key. - shift from fail-save design to understanding by engagement in safe-to-fail experiments - dangers of confusing correlation with causation and simulation with prediction. - humans are not ants - human beings have intentionality things are not logical in terms of simple rules; and - management requires distributed cognition, finely grained objects, and disinterested mediation. Thus, some research questions emerge: How organizations can self-organize to fulfil dynamic quality requirements? What are the mechanisms to adapt their service quality process to the turbulent environment? So, a CAS has an important role to represent the complexity of an organization, but not all the organization because there are other factors; thus, a complex system is needed to study the organizational behaviour (Bohórquez Arévalo, 2013; Holland, 1992). According to Cilliers (2000) the complex system has some characteristics that help to understand its behaviour: - complex systems consist of many elements that in themselves can be simple, the elements interact dynamically by exchanging energy or information (the interactions are non-linear), - there are many directions from equilibrium, complex systems have memory. History is distributed through the system; the behaviour of the system is determined by the nature of the interactions - emergence, and complex systems are adaptive (Figure 10). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 37 Figure 10. Characteristics of Complex Systems Source: (New England Complex Systems Institute, 2018) 2.6.2. Changes in the Environment and VUCA World Drastic changes around the world have led many organizations to reinvent their actions in the provision of goods and services. Some of the organizations that have adapted to the changing environment have been able to stay in the market and they have generated competitive advantage, while others have closed their production and gone bankrupt. A real situation that is currently happening in the presence of a coronavirus disease (COVID-19) that was notified for the first time in Wuhan (China) on December 31, 2019, has generated the presence of a pandemic throughout the world. Therefore, the pandemic is a threat variable in the environment that has affected the entire world population and organizations have had to seek to adapt to handle this situation. According to an extract from a report by the World Health Organization (WHO): "Of the 128 million vaccine doses administered so far, more than three quarters of those vaccinations are in just 10 countries that account for 60% of global GDP. As of today, almost 130 countries, with 2.5 billion people, are yet to administer a single Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 44 unforeseen physical and weather conditions; (iii) considering contractual arrangement, exculpatory clauses and legal issues of the contract were a major problem, contract team and considering the contractors experience; (iv) ensuring that a right people and proper skills are hired on the project; (v) contractors always seek easy alternative solution and tries to save money by using cheap materials; (vi) decisions are based on cost not on value of work; and (vii) the services and technical ability of the contractor. M Hoxley (2000) used the traditional dimensions and classified it in four factors in relation to answer them; Factor 1 “what” (13 items); Factor 2 “when” (5 items); Factor 3 “how” (7 items); and Factor 4 “who” (7 items). In this case, there is an important contribution to SQD oriented to analyse the professional’s quality within CS. Love et al. (2000) analysed SQD in architectures and engineering through the supply chain. They argued that “rework can have adverse effect on firms’ morale, profit, productivity and thus overall service quality” (p.191); and “the service offered by design firms should be viewed as a key component of value that drives its success and that of projects” (p.191). It shows that SQ and rework are related because if the rework is present the SQ is reduced. The SQD identified were availability of personnel, understanding customers’ requirements; size of the firm; speed of response to requests for information; reliability of information provided, personal interaction, accessibility to senior members of the organization and ethical standards. A permanent feedback process seems to be necessary to improve SQ. Kim Wan Siu, Bridge, & Skitmore (2001) introduced a SQ reflection in building maintenance from the perspective of Mechanical and Engineering Services (M&Es), which includes electrical firms, plumbing firms, air-conditioning firms, etc.: “outsourcing firms can build cost advantages based on economics of scale and firms that are adept at service quality can build competitive positional advantages” (p.719). Also, the same traditional SQD were adapted to analyse the M&Es. There were discrepancies in expectations and perceptions between service users and service providers. As such, SQ may represent a source of competitive advantage within the building maintenance sector and generate customer’s loyalty. Michael Hoxley (2001) analysed SQ in the public sector by professionals’ services in relation to the determinants that the UK government suggests. They were called 4Cs like challenge, secure comparison, consult local taxpayers, and consider fair competition. It shows that SQ can be used as an alternative to improve the public sector services and to generate a continuous improvement culture. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 45 Maloney (2002) considers that construction provides a service that consist in three elements: service product; service environment; and service delivery. Organizations in the CS can be analysed as firms that provide products and services at the same time. In addition, the SQD proposed by (Segura, 1991) were grouped in the following categories: contractor-customer relationship; the contractor’s project management skills; the contractor’s safety performance; prepared/skilled workforce; cost, and general satisfaction. The principal result was that “a customer may have different needs for different projects and that some customer's projects may vary over time"(p.528). The implication of this result is that organizations need a flexible and adaptable structure to respond to that challenge. Arditi & Lee (2003) argued that “the evaluation of a Design & Build (D&B) firm’s quality performance should therefore involve a systematic examination of (i) the scope of the D&B firm, and (ii) a high-quality service” (p.176); therefore, it is necessary to analyse the contractor and customer position in relation the SQ attributes. The same SQD proposed by (Segura, 1991) were used as the “what” within the Quality Function Deployment (QFD) methodology and, as an innovative approach, concluded that the corporate SQ performance measurement should be designed within a database system using QFD. Ling & Chong (2005) argued that customers have high expectations of SQ from D&B contractors; therefore, contractors need to strive to improve significantly SQ to satisfy the requirements. In this case, the traditional SQ dimensions were also used. The result showed that customers considered reliability as the most important determinant in project SQ. A holistic vision seems necessary to understand the design and later the service process to develop SQD. Ling, Ibbs, & Hoo (2006) identified some SQD that contribute to the successful performance of projects by international construction firms. They argued that "the international construction process is marked by the combination of business and project management skills with both mobile factors of production and location-bound support industries"(p.206). They argued that SQD operate in two ways. First, SQD within the project such as projects and firm characteristic; experience; strength or the firm; enablers and hindrances; market entry mode; business strategies; and reason for exporting. Second, it is important to know the success measures of projects, such as cost performance, schedule performance, functional quality, workmanship quality, architectural quality, owner satisfaction and profitability. In this way, SQ helps to understand and manage quality requirements. Cheng, Proverbs, & Oduoza (2006) argued that "dissatisfaction is widely experienced by clients of the construction sector and may be caused by many aspects but is largely attributable to overrunning project costs, delayed completion, inferior quality and incompetent service providers including Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 46 contractors and consultants"(p.568), and they used the traditional SQD in their study. They concluded that strategic decision and the good performance of the consultants are key areas to generate customers’ satisfaction. As pointed earlier in this section, SQ needs a continuous communication process to assess the effectivity of the actions. Kärnä, Sorvala, & Junnonen (2009) and Kärnä, Junnonen, & Sorvala (2009) analysed the factors that affect customers’ satisfaction classifying and clustering construction projects and modelling the structure of customer satisfaction. Kärnä, Sorvala, et al. (2009) argued that customer satisfaction has benefits such as: improvement of communication between parties and enabling mutual agreement; recognition of the demand of improvement in the process; better understanding of the problems; evaluation of progress towards the goal; and monitoring and reporting accomplished results and changes. Also, some factors were identified to create seven clusters to the customer's expectations such as: the customer’s past or direct experiences with the contractor and similar contractors, word-of-mouth information about the contractor and the customer's personal needs. Kärnä, Junnonen, et al. (2009) argued that “customer satisfaction can be used for evaluation of quality and, ultimately, for assessment of the success of a company’s quality improvement programme” (p.113). Also, they identified some attributes of construction involved within some factors such as: contractual quality of the work; quality assurance procedures; the level of functionality of the contractor's handover controls; quality of the building's handover material and maintenance manual; temporal management of the construction process; operational surroundings guided by legislation; management of agreement on changes; communication in project management; the contractor's employees abilities from the customer's; and management of a construction project. Thus, SQ needs an understanding of the environment changes besides the improvement of the communication process. Ismail, Othman, & Amat (2010) argued that "construction refurbishment has typically been viewed as a production process, with the product being completed to upgrade the existing facility" (p.1047). However, it is difficult to find the SQD in this subsector because some variables involved them. They used the traditional SQD and identified that the dimensions “empathy” and “assurance” had significant effects on customer satisfaction. The study reinforces the importance of communicating with and capturing customers’ expectations. Hui & Zheng (2010) identified the SQD in the facility management service in the housing sector. They argued that within SQ there are some variables to consider such as estate management officers Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 47 and their services, security guardians and their services, or cleaning staff and their services. The main argument is that the understanding of drivers of customer satisfaction is the key element of SQ. Sunindijo, Hadikusumo, & Phangchunun (2014) developed a SQ model in Thailand. They argued that “client satisfaction is one of the most important indicators of success in the CS” (p.263). They used the traditional SQD and identified reliability as the most important one. They concluded that customer satisfaction is a mediator of the causal relationship between SQ and behavioural intention. Serdar Durdyev, Ihtiyar, Banaitis, & Thurnell (2018) developed a satisfaction model. They argued that customers feel satisfaction during the experience process. The factors used in this study were the traditional dimensions. There is a positive influence of SQD on construction customer satisfaction. In summary, this subsection establishes a chronological analysis of the traditional SQD in the CS. Some authors agree that the five traditional dimensions are maintained (Table 6), while others have modified and have adapted their application. Therefore, it can be affirmed that the studied dimensions are perennial in time. 2.7.2.2. New SQD in the CS In this subsection, the new SQD that are proposed in the literature were analysed, which are different from the traditional ones that were explored in the last subsection, and which reflect additional perceptions of other stakeholders. Forsythe (2008) developed a model to understand the SQ in the sector of Housing Construction (HC). He adapted the gap model to suit the design and construction process by merging it with SQ in construction projects and he incorporated some new factors such as: aesthetic (construction) workmanship, technical (construction) workmanship, and design detailing by workers onsite. Thus, a different vision to understand SQ is incorporated by this author. Zulu & Chileshe (2010) analysed SQ of building maintenance contractors (BMC). They argued that SQ can be used to pivot an organization into an advantage competitive; and identified that exists a lower SQ and the contractor need to improve more its performance. In this way BMC represents a sector for deep study. Bjeković & Kubicki (2011) proposed a service design method from a business approach and they argued that it is necessary a deep understanding of business activities to generate service innovation processes. They argued that SQ is the “umbrella concept abstracting some non-functional aspects of service” (p.514). Therefore, service innovation and SQ are related. In addition, they identified quality categories and factors that affect SQ such as: (i) business stability: business domain adequacy, effect Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 48 on collaborative practices, reputation within the sector; (ii) stability: reliability, availability, accuracy; (iii) performance: time behaviour, resource utilization; (iv) security: confidentiality, integrity, non-repudiation, accountability, authenticity; (v) usability: compressibility, learnability, ease of use, user error protection; and (vi) regulatory and interoperability: supported standards, interoperability. These identified SF are related to knowledge and other intangibles dimensions not previously considered in traditional models. McClements, Odeyinka, & Eadie (2012) developed a construction consultant pre-selection factor model in relation with attributes of trust. SQD such as: SQ, collaborative relationships, qualification, organizational trust, personal qualities, ability, experience, and respect. The principal component in CS in UK clients was SQ with 31.79% of importance. SQ included attributes such as: quality of technical service, quality of functional service, specific competence, skills, expert’s knowledge, experience, and professionalism. As such, SQD can be used for construction customers in the selection process of the firms. Forsythe (2012) investigated SQ as an input to pre-purchase (pre-contract) expectations in the made-to-order HC and discovered that "customers tend to be highly involved in the design process and also observe the construction as a live act with a vested interest in the speed, cost and quality of construction" (p.590). He argued that there are two ways to understand the HC market: first, the product needs recognition with some approaches such as definition of personalised house needs, secondary needs, standard house needs; and second, the service need recognition such as volume home builder service strategy, one-off design, and construct strategy traditional strategy. Therefore, the needs recognition is important in managing customers satisfaction. Omonori & Lawal (2014) examined customers’ satisfaction in Nigeria. They argued that customer satisfaction has several benefits for organizations like (Kärnä, Sorvala, et al., 2009). Also, they identified that customer satisfaction can be measured through some SF: quality rating, delivery schedule rating and price rating. Therefore, it is important to consider this new finding in relation with the price for customer satisfaction to increase the market of customers and the future behavioural intention. Tan, Shen, Langston, Lu, & Yam (2014) identified SQD within the building maintenance business in Hong Kong. They argued that "for construction companies, the maintenance business is a kind of stable market since repair and maintenance are always demanded regardless of the cyclical nature of the economy, providing a steady business stream particularly for small and medium sized contractors"(p.209). SQD identified were maintenance service, organization and project management, certification, people, relationship, marketing, and similarly to above mentioned authors, innovation, and sustainability. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 49 Forsythe (2015) developed a SQ model called BUILDSERV that is a combination of the traditional dimensions and new variables of a specific context in Australia. SQD defined were reliability, responsiveness and communications, empathy, assurance, tangibles, care in execution of work, and work output. Also, an important contribution was the features oriented to generate positive or negative incidents during the construction process. They were (i) situational context, (ii) service provider involvement, (iii) sources of exposure, (iv) core content, and (v) customer awareness of involvement. These features emphasise the need to consider features of dynamic environment and their influence in SQ process. Forsythe (2016) argued that “SQ is likely to be important to customer satisfaction during changing dynamics, unexpected events and different personal relations that occur during construction activities onsite” (p. 323) and he used the same features by (Forsythe, 2015) and concluded that factors of reliability and responsiveness are omnipresent in customer satisfaction, while empathy and personal assurance are slightly less present, and work output and care in execution of work represent important variables during the construction process. Prakash & Phadtare (2018) developed a scale to measure SQ for architects in India. They argued that "in architecture, uncertainty and turbulence in a business environment may bring progressive sophistication in design and construction"(p.670). Thus, many deep information is necessary to determine the type of construction. They identified SQD that affect the SQ process such as design quality, project administration quality, communication quality, relationship quality and dependability quality. Therefore, SQ in CS in relation with architects has an important role in the customer satisfaction process. As a way of synthesis, Table 6 shows a summary of the most important aspects and representative authors by SQ Dimension, emphasising the use of traditional models and the surge of new dimensions that influence SQ, as explained in the preceding sections. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 50 Table 6. Important aspects and representative authors by SQ Dimension Model SQ Dimension Most important aspects Selected representative authors Traditional Reliability Total quality of work output Reputation and experience Delivery times (A H Al-Momani, 2000; Asahara, 1992; Bertelsen, 2003b; Holm, 2000; Holm & Brochner, 2000; M Hoxley, 2000; Michael Hoxley, 2001; Kim Wan Siu et al., 2001; Love et al., 2000) Responsiveness Professional’s skills Worker’s behaviour Technological tools Incident’s resolution Work disruptions (Arditi & Lee, 2003; Cheng et al., 2006; S Durdyev et al., 2018; Perry Forsythe, 2016; Michael Hoxley, 2001; Huang & Yang, 2010; Ismail et al., 2010; Kärnä, Junnonen, et al., 2009; Kim Wan Siu et al., 2001; Ling & Chong, 2005; Love et al., 2000; Segura, 1991; Sunindijo et al., 2014; Y. Tan et al., 2014; Zulu & Chileshe, 2010) Assurance Competence Credibility Confidentiality (Ayman H. Al-Momani, 2000; Arditi & Lee, 2003; Cheng et al., 2006; Perry Forsythe, 2015, 2016; Kärnä, Junnonen, et al., 2009; Love et al., 2000; Maloney, 2002) Empathy Access Courtesy Communication Understanding the customer Interaction with customers (Arditi & Lee, 2003; Cheng et al., 2006; P Forsythe, 2008; Perry Forsythe, 2015, 2016; Kärnä, Junnonen, et al., 2009; Maloney, 2002; Y. Tan et al., 2014) Tangibles Technological tools (Cheng et al., 2006; P Forsythe, 2008; Perry Forsythe, 2015, 2016; Maloney, 2002; Y. Tan et al., 2014) New Quality Aesthetic Aesthetic (construction) workmanship Technical (construction) workmanship (P Forsythe, 2008; Perry Forsythe, 2015, 2016; Huang & Yang, 2010; Kärnä, Junnonen, et al., 2009; Y. Tan et al., 2014) Design Flexibility Adaptability (Ayman H. Al-Momani, 2000; Arditi & Lee, 2003; Holm & Bröchner, 2000; Ling et al., 2006; Love et al., 2000; A. Prakash & Phadtare, 2018) Care in execution of work Social responsibility (Perry Forsythe, 2015, 2016) Innovation Sustainability Social responsibility (A. Prakash & Phadtare, 2018; Y. Tan et al., 2014) Source: Adapted from (Barragán-Landy et al., 2020) Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 51 Complementing the synthesis and the presentation of the main identified SQD, Figure 12 presents a literature map that was reviewed, integrating two perspectives: a chronological one and a conceptual one in relation to the proposed study dimensions. Traditional and new SQD can develop trends and challenges for firms such as (i) performance excellence ; to offer increasingly better value to stakeholders through organizational sustainability and learning, and the dynamic capabilities of employees; (ii) service loyalty ; to strive for permanent customers’ satisfaction and their perceived reliability; (iii) servitization as a process by which manufacturers move from a product-oriented business model to a service-oriented business model; (iv) communication and feedback ; to reduce uncertainty and ambiguity within the construction process and (v) environment changes ; the DTEs are complex, and it is necessary a flexible and adaptable business model in firms within the CS (Barbosa et al., 2018; Millar et al., 2018). Figure 12. Literature map of SQ within CS In summary, CS is a complex sector and satisfying customers’ expectations represents a great challenge. Understanding SQD from the customers’ perspective represents an important approach and for a construction organization is important to know, in the best possible way, the customers’ expectations (Hui & Zheng, 2010). Important implications are implicit in this analysis, including the improvement of quality, adaptability, flexibility and organizational learning oriented to customer satisfaction, customer loyalty (Serdar Durdyev et al., 2018) and to achieve a good reputation. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 52 SQ within CS organizations contributes to develop a new way of understanding them (Beltagui & Candi, 2018; Oyeyipo et al., 2020), and SQD help to improve the organization competitiveness and the adaptation to the market. It is in the interest of CS organizations to develop a SQ culture within their value chain to generate customer’s satisfaction in the medium and long term. Additionally, in the literature some propositions were presented about SQ such as: (i) SQ constitutes an important aspect within CS and it is necessary to incorporate a continuous improvement process to generate customers satisfaction (Segura, 1991)(Holm & Brochner, 2000); (ii) SQ and rework are related because if the rework is present the SQ is reduced (Kim Wan Siu et al., 2001); (iii) SQ represents a competitive advantage within the building maintenance sector to generate customer’s loyalty (Bjeković & Kubicki, 2011; Michael Hoxley, 2001); (iv) SQ can be used as an alternative to improve the public sector services and to generate continuous improvement culture (Arditi & Lee, 2003); and (v) SQ helps to understand quality requirements (Cheng et al., 2006). Therefore, SQ represents an improvement mechanism that needs a permanent feedback process and/or a continuous communication process to assess the effectiveness of the actions. In this work, the literature review showed that traditional dimensions of SQ are still pervasive, with customers considering “reliability as the most important determinant in project SQ” (Ling & Chong, 2005) and the other dimensions, such as responsiveness, empathy, assurance and tangibles, can be regarded as important complement to generate customer’s satisfaction in different contexts and circumstances. The new factors considered by the author, which were identified, such as quality aesthetic, design, care in execution of work and innovation represent an important trend that needs deeper study (Forsythe, 2008; 2015; 2016). In addition, traditional and new factors can contribute to the proposed study dimensions such as: performance excellence, service loyalty, environment changes, communication, and feedback and servitization (Figure 7). They can be considered for future studies. On the other hand, an organization within the CS needs a flexible and adaptable structure to respond to the great challenge of “customer’s satisfaction” (Segura, 1991) especially in DTEs. Thus, the understanding of drivers of customer satisfaction, which may be related to new factors, is the key Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 53 element of SQ (Ling & Chong, 2005) and SQ culture developed in organizations could help to adapt their structure and processes to respond to the turbulent environments (Pekkola et al., 2016). It is important to consider customer satisfaction to increase the market of customers and the future behavioural intention (Ling & Chong, 2005) and the features of the dynamic environment and their influence in the SQ process (Ling & Chong, 2005). Therefore, a holistic, flexible, and adaptable attitude seems to be relevant to face dynamic and turbulent conditions and changing customer’s requirements and expectations, because SQ needs to understand environment changes and improve the communication process. 2.8. Conclusion Organizations strive to improve their competitive advantage and performance to satisfy customers’ needs through products and services by maximizing quality and by incorporating innovation. Thus, QM and IM are key perspectives, which have so often been apart (Prajogo & Sohal, 2006; Bourke & Roper, 2017) (Figure 13). However, studies have shown that connecting the two perspectives may provide beneficial results (Bourke & Roper, 2017; López-Mielgo et al., 2009; Pinto, C. M. L., & Romero, 2020). It is argued that “maximizing genuine quality innovation and renewal and growth has become the most demanding and most rapidly changing job that we face” (Feigenbaum, 1999, p.378). In addition, customers’ needs are dynamic, and organizations must also respond in a dynamic way (Teece, 2018), and in order to do that, adaptable and dynamic internal structures seem to be an essential factor to provide the necessary responses (Koos & Shaikh, 2019). Therefore, organizations must manage service and product quality in a DTEs as a complex adaptive system (Prokopenko, 2019). According to Tan & Pawitra (2001), which use the Kano’s Model, the attributes of the goods and services can be classified as implicit, explicit or delights. If the characteristics are implicit, it means that they are present in the good or service and are not explicitly requested by the customer, such as, for example, the requirements raised by the control bodies that issue technical standards, laws and regulations and the requirements that are assigned by the organization itself, which constitute the valueadded value. The explicit characteristics are those that are requested by the client in a timely manner and finally the delights that constitute elements of surprise and the need of some enterprises for their clients (Sousa et al., 2005). SQ is related to the satisfaction of the clients in the short term, and it is related with factors that change continuously. Also, according to Moyes, Cano-Kourouklis, & Scott (2016) “satisfaction is a Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 60 Figure 14. Research plan process This work was organized through three tasks developed in ten subtasks. The term "Task" used in this document is related to a work and/or milestone to be done in limited time which was organized with a set of activities called "subtasks". Figure 15 shows a diagram flow related to the research process for the fulfilment of the Task 1 and the Task 2. Both tasks had equal process in their execution. On the other hand, Figure 16 shows a diagram flow related to Task 3. These is within the research plan process which was done. Later an explanation is presented for each Task, the development and explanation of the instruments used in this work; also, important justification of each question and group of questions is presented too. Figure 15. Diagram workflow (Task 1 and Task 2) Start Develop the instruments (interviews) Spanish translation process Instrument (interviews) validation process Interviews execution Interview transcription process Systematization and analysis of information Analysed results writing End Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 61 Figure 16. Diagram workflow (Task 3) 3.3.1. Task 1. Determining service quality characteristics in the CS from the customers’ perspective. a) To do the semi-structured interview instrument. To determine the characteristics that are considered relevant within the organizations to provide a quality service and the way that those characteristics are considered with their changes in the products and services in the CS. b) To do multiple-case studies (exactly twelve) based on semi-structured interviews with a snowball sampling technique. The respondents are Customers of companies from the CS. c) To systematize the information collected. The outcomes in this point are a set of characteristics that constitute the service quality in the CS from the customers’ perspective. According to Task 1 in the subtask (a) the instruments were developed [Information Sheet (Annex 1); Participant Consent Form (Annex 2); and the Semi-Structured Interview Script (Annex 3);]. A Spanish translation process was done to adapt the tools to the context to Cuenca Ecuador. Later, the instruments were validated with two customers within the CS to stablish a pertinent use of the tool’s terms (Saunders et al., 2016). In relation to the subtask (b) the interviews execution was done in Cuenca city for three months considering the available customers. Later a transcription process was done to stablish a new tool to work; in this part an deep analysis based on qualitative analysis techniques (Aspers & Corte, 2021; Saunders et al., 2016) was made. That was made in relation with the answers within the transcription and later a systematization of the information was done in subtask (c). Start Develop a Service Quality and Innovation model Develop the instruments (surveys) Spanish translation process Instrument (surveys) validation process Collect information Systematization and analysis of information Analysed results writing End Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 62 The interview instrument is presented following. This was structured in relation with the ethical considerations established in subsection 3.2.4. The instrument was used to collect information from the customers’ perspective. In addition, Table 9, Table 10, and Table 11 show an explanation of the questions by section which emerged from the literature review and complementary propositions. The explanation purpose is to justify the questions, to respond to expected to be obtained, the relationship with the specific research objective and to present the conceptual approach within this research. The semi-structured interview instrument had three sections: 1. Section 1 with general information of the interviewee. 2. Section 2 with some specific questions to understand the customer experience in a project within the Construction Sector. Some customer opinions in relation with service quality, success factors and understand some conditions of change of the characteristics to provide service quality 3. Section 3 with some questions to apply the Kano model methodology to categorise the attributes of service quality within the Construction Sector from customer perspective and a general conclusion. The questions were developed for the fulfilment of the general purpose and the specific objectives established in this research work. At the final of the instrument was included a definition of every of the traditional and new SQD analysed in subsection 2.7.2. This helped during the interview process to clarify the terms used with the interviewees. The results and analysis of this tasks is developed in Chapter 4. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 63 Table 9. Questions explanation for the instrument in Task 1 (Customer Interview's Section 1) No Question / Information Why the questions and What was expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 1. General Information 1 Place of interview To identify the place General information to define the customers interviewed demographic situation. N / A 2 Date of interview To identify the date N / A 3 Interview number The number of the interview N / A 4 Interview start time To calculate the interview time N / A 5 Interview end time To calculate the interview time N / A 6 Name of the interviewee To identify the customer’s name N / A 7 Education To know the formal education of the customer N / A 8 Professional Activity To identify the actual activity of customers N / A 9 Gender To identify the customer by gender N / A 10 Age To know the customer age within a rank. N / A 11 Experience in the Construction Sector To know when the last customer experience within the CS was. Information and the knowledge of time experience. 12 Interaction Areas in the Construction Sector To know interaction areas within the CS which the customers have had. Areas and Sub areas within the CS present in the literature review. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 64 Table 10. Questions explanation for the instrument in Task 1 (Customer Interview's Section 2) No Question / Information Why the questions and What was expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 2. Customer opinions 13 In what project have you participated as customer within the Construction Sector and how was your experience? To know a specific project where the customer has participated and discover situations of interaction which help to the development of the interview. This question helps to understand the "true moment" in the SQ process interaction with an organization in the CS. It helps to develop the SO1. Customer Satisfaction and perceptions during a construction project. 14 How would you define the "service quality" provided by organizations within the Construction Sector? To know the customer opinion in relation to the topic "service quality", and how the customer defines it within the CS. For understand the meaning of service quality to the customer. Also, it helps to the development of the general objective. SQ, expectations and perceptions in relation with the concept. 15 Which characteristics do you think within the organizations in the Construction Sector are considered to provide a quality service and quality product? And how these characteristics are considered with their changes? To know a specific opinion about the characteristics to provide SQ, present in goods and services within the CS and to discover if the changes affect the characteristics. It helps to the development of the SO1. SQD Flexibility Adaptability Service Innovation 16 What do you think about the dynamic changes of customers’ requirements in the Construction Sector? And how do you think that organizations internally stabilize the dynamic requests? To know opinions from customer perspective in relation with the dynamic requirements which can change in the construction services. It helps to identify the attributes that changes in the process. This question helps to identify the dynamic attributes and the factors that help to improve the SQ. It helps to the development of the SO1. Dynamic Attributes SQD Dynamic and Turbulent Environments. 17 How do you think that affect service quality the dynamic requirements? To know opinions about the SQ and the not flexibility experienced. It helps to the development of the general objective and the SO1. SQD Dynamic Attributes Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 65 Table 10. Questions explanation for the instrument in Task 1 (Customer Interview's Section 2) (cont.) No Question / Information Why the questions and What was expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… 18 Which do you think are the mechanisms (strategies) that organizations use and/or must use to guarantee products and services quality with the dynamic requirements? To know opinions from customer perspective about the good practices development by organizations in the sector and flexibility experienced. It helps to the development of the general objective and the SO2. Dynamic Attributes Adaptation Mechanisms SQD 19 How did the mechanisms affect the quality of service in your experience? Did you satisfy with that? To know if the strategies were accepted by the customers in a good way. It helps to the development of the general objective and the SO2. Customer Satisfaction SQD Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 66 Table 11. Questions explanation for the instrument in Task 1 (Customer Interview's Section 3) No Question / Information Why the questions and What was expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 3. Specific Information 20 In relation to the following questions, how do you feel about the expression established with "success factors" that constitute the "service quality" by organizations in the Construction Sector? To apply the Kano model methodology with the traditional and new SQD in the CS which customers satisfaction presented in the literature review. It helps to the development of the general objective and the SO1. Kano Model Customer Satisfaction SQD 21 Which other factors do you consider that are also part of the service quality within the Construction Sector? To know other factors, SQD which affects customers satisfaction from customers perspective. It helps to the development of the SO1 SQD Flexibility Adaptability Service Innovation 22 Finally, how do you will summarize the most important factor to provide a service quality in the Construction Sector and why? To know in summary a customer general opinion of a SQ process in the CS It helps to the development of the general objective and the SO1. SQD Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 67 3.3.2. Task 2. Determining service quality characteristics in the CS from managers’ perspective a) To do the semi-structured interview instrument to identify the mechanisms of adaptation and internal change that organizations use to guarantee the service quality in a dynamics and turbulent environment in the CS. This instrument must have as input the outcome of task 1 to validate and to improve its outcome with the vision of the managers. b) To do multiple-case studies (exactly twelve) based on semi-structured interviews with a snowball sampling technique. The respondents are Managers from the CS. c) To systematize the information collected. The outcomes in this point are a set of characteristics validated and/or improved, and a set of adaptation mechanisms that organizations use to guarantee the service quality in a dynamic and turbulent environment. According to Task 2 in the subtask (a) the instruments were developed [Information Sheet (Annex 4); Participant Consent Form (Annex 5); and the Semi-Structured Interview Script (Annex 6)]. A Spanish translation process was done to adapt the tools to the context of Cuenca Ecuador. Later, the instruments were validated with two managers within the CS to establish a pertinent use of the tool’s terms developed (Saunders et al., 2016). In relation to the subtask (b) the interviews execution was done in Cuenca city for three months considering the available managers. Later a transcription process was done to establish a new tool to work; in this part an deep analysis based on qualitative analysis techniques (Aspers & Corte, 2021; Saunders et al., 2016) was made. That was made in relation with the answers within the transcription and later a systematization of the information was done in subtask (c). The interview instrument is presented following. This was structured in relation with the ethical considerations established in subsection 3.2.4. The instrument was used to collect information from the managers’ perspective. In addition, Table 12, Table 13, and Table 14 show an explanation of the questions which emerged from the literature review and complementary propositions. The explanation purpose is to justify the questions, to respond to expected to be obtained, the relationship with the specific research objective and to present the conceptual approach within this research. The semi-structured interview instrument had three sections: 1. Section 1 with general information of the interviewee. 2. Section 2 with some specific questions to understand the manager experience in a project within the Construction Sector. Some manager opinions in relation with service quality, Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 68 success factors, mechanisms of adaptation and strategies in a dynamic and turbulent environment. 3. Section 3 with some questions to validate the success factors of service quality within the Construction Sector from managers perspective and a general conclusion. The questions were developed for the fulfilment of the general purpose and the specific objectives established in this research work. In the questions of the instrument was included a definition of every traditional and new SQD analysed in subsection 2.7.2. This helped during the interview process to clarify the terms used with the interviewees. The analysis of this phase is presented in Chapter 5. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 69 Table 12. Questions explanation for the instrument in Task 2 (Manager Interview's Section 1) No Question / Information Why the questions and What was expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 1. General Information 1 Place of interview To identify the place General information to define the managers demographic situation. N / A 2 Date of interview To identify the date N / A 3 Interview number The number of the interview N / A 4 Interview start time To calculate the interview time N / A 5 Interview end time To calculate the interview time N / A 6 Name of the interviewee To identify the manager’s name N / A 7 Name of the Company To identify the company N / A 8 Position in the Company To know the manager role in the company. N / A 9 Education To know the formal education of the manager. N / A 10 Gender To identify the manager by gender N / A 11 Age To know the manager age within a rank. N / A 12 Experience in the Construction Sector To know when the manager experience within the CS. Information and the knowledge of time experience. 13 Interaction Areas in the Construction Sector To know interaction areas within the CS which the company has had. Areas and Sub areas within the CS present in the literature review. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 76 Table 15. Questions explanation for the instrument in Task 3 (Customers) No Question / Information Why the questions and What is expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 1. General Information 1 Name of the customer (optional) To identify the customer’s name General information to define the customers demographic situation. N / A 2 Email of the customer (optional) To identify the customer email for a future contact N / A 3 Education To know the formal education of the customer N / A 4 Professional Activity To identify the actual activity N / A 5 Gender To identify the customer by gender N / A 6 Age To know the customer age within a rank. N / A 7 Experience in the Construction Sector To know when the last customer experience within the sector was. Information and the knowledge of time experience. 8 Interaction Areas in the Construction Sector To know interaction areas within the construction sector that the client has had. Areas and Sub areas within the CS present in the literature review. Section 2. Characteristics to provide a SQ 9 What is your perception about the expression established with "success factors" that constitute the "service quality" by organizations in the Construction Sector? Establish your opinion in relation with the importance of the factors (F) (10 is high importance and 1 is low importance) To know the perception of the customers in relation with the dimensions in the service quality process. Seventeen SQD analysed trough Likert Scale. It helps to validate the SO1 and to develop the SO4 with the integration of the SO3. Customer Satisfaction SQD SQD Perceptions Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 77 Table 15. Questions explanation for the instrument in Task 3 (Customers) (cont.) No Question / Information Why the questions and What is expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 3. Adaptation Mechanisms and internal change of the organizations 10 What is your perception about the expression established with "adaptation mechanisms" that organizations implement oriented to guarantee a service and product quality by organizations in the Construction Sector? Establish your opinion in relation with the importance of the adaptation mechanisms (AM) (10 is high importance and 1 is low importance). To know the perception of the customers in relation to mechanisms of adaptation of the organization within the CS. Ten AM analysed trough Likert Scale. It helps to validate the SO2 and to develop the SO4 with the integration of the SO3. Adaptation Mechanisms Section 4. Dynamic Capabilities 11 What is your perception about the expression "dynamic capabilities" that organizations develop as a mechanism of adaptation to guarantee a service and product quality by organizations in the Construction Sector? Establish your opinion in relation with the importance of the dynamic capabilities (DC) (10 is high importance and 1 is low importance). To know the perception of the customers with the term and their criteria with the organizations. Three DC analysed trough Likert Scale. It helps to integrate the SO3 and develop the SO4. Dynamic capabilities Complexity Theory Section 5. Performance Measurement Propositions 12 What is your perception about the expression "Performance Measurement in dynamic and turbulent environment" by organizations in the Construction Sector could establish to measure and improve their performance? Establish your opinion in relation with the importance of the performance measurement propositions (PMP) presented (10 is high importance and 1 is low importance). To know the perception of the customers in relation to generate customers satisfaction with the propositions. Eight PMP analysed trough Likert Scale. It helps to develop the SO3 and integrate the actions with the SO4. Performance measurement Complexity Theory Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 78 Table 16. Questions explanation for the instrument in Task 3 (Managers) No Question / Information Why the questions and What is expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 1. General Information 1 Name of the Company To know the Company’s name General information to define the managers’ demographic situation. N / A 2 Name of the manager To identify the manager’s name N / A 3 Email of the manager To identify the manager email for a future contact N / A 4 Position in the Company For to know the position N / A 5 Education To know the formal education of the manager N / A 6 Gender To identify the manager by gender N / A 7 Age To know the manager age within a rank. N / A 8 Experience in the Construction Sector To know when the last manager experience within the sector was. Information and the knowledge of time experience. 9 Interaction Areas in the Construction Sector To know interaction areas within the CS that the manger has worked. Areas and Sub areas within the CS present in the literature review. Section 2. Characteristics to provide a SQ 10 What is your perception about the expression established with "success factors" that constitute the "service quality" by organizations in the Construction Sector? Establish your opinion in relation with the importance of the factors (F) (10 is high importance and 1 is low importance). To know the perception of the managers in relation with the dimensions in the service quality process. Seventeen SQD analysed trough Likert Scale. It helps to validate the SO1 and to develop the SO4 with the integration of the SO3. Customer Satisfaction SQD SQD Perceptions Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 79 Table 16. Questions explanation for the instrument in Task 3 (Managers) (cont.) No Question / Information Why the questions and What is expected to be obtained? What is the relationship with the objectives? What is the conceptual approach? It helps to understand… Section 3. Adaptation Mechanisms and internal change of the organizations 10 What is your perception about the expression established with "adaptation mechanisms" that organizations implement oriented to guarantee a service and product quality by organizations in the Construction Sector? Establish your opinion in relation with the importance of the adaptation mechanisms (AM) (10 is high importance and 1 is low importance). To know the perception of the managers in relation with adaptation mechanisms of the organization within the CS. Ten AM analysed trough Likert Scale. It helps to validate the SO2 and to develop the SO4 with the integration of the SO3. Adaptation Mechanisms Section 4. Dynamic Capabilities 11 What is your perception about the expression "dynamic capabilities" that organizations develop as a mechanism of adaptation to guarantee a service and product quality by organizations in the Construction Sector? Establish your opinion in relation with the importance of the dynamic capabilities (DC) (10 is high importance and 1 is low importance). To know the perception of the managers with the term and their criteria with the organizations. Three DC analysed trough Likert Scale. It helps to integrate the SO3 and develop the SO4. Dynamic capabilities Complexity Theory Section 5. Performance Measurement Propositions 12 What is your perception about the expression "Performance Measurement in dynamic and turbulent environment" by organizations in the Construction Sector could establish to measure and improve their performance? Establish your opinion in relation with the importance of the performance measurement propositions (PMP) presented (10 is high importance and 1 is low importance). To know the perception of the managers in relation to generate customers satisfaction with the propositions. Eight PMP analysed trough Likert Scale. It helps to develop the SO3 and integrate the actions with the SO4. Performance measurement Complexity Theory Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 80 Chapter 4 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 81 4. Service Quality Characteristics and Adaptation Mechanisms in the Construction Sector from the Customers’ Perspective 4.1. Introduction This chapter presents the SQ characteristics in the CS from the customers’ perspective through multiple case studies developed from customers’ interviews analysis. In addition, the results of the interviews developed according to Figure 15 in the Task 1 Chapter 3 is presented too. In this chapter the principal goal is to connect the concept, the conceptual approaches, and the relationship with the specific research objective 1 “To determine the characteristics within the organization that are considered to provide service quality, and in what way those characteristics are related to changes in products and services” and the specific objective 2 “To identify the adaptation mechanisms and internal change that organizations use to guarantee service quality in a dynamic and turbulent environment”. Finally, discussions and conclusions with an analysis of SQD in the CS is presented. 4.2. General information of the customers interviewed The work was developed in Cuenca city, in Ecuador. Cuenca city is in the province of Azuay in southern Ecuador (Figure 17). It has 603,269 inhabitants, with a population growth of 15% in the last seven years and it is expected that by 2020 it will have 636,996 inhabitants (Instituto Nacional de Estadísticas y Censos INEC, 2017). Twelve case studies based on semi-structured interviews with a snowball sampling technique were made in different points of the city (Figure 18). The respondents were customers of companies from the CS. The interview time was on average forty-five minutes. The information was collected from November 13th, 2019, until February 18th, 2020, with some restrictions with facility, accessibility, and confidence of the information; however, the work was made. Figure 17: Cuenca location Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 82 Figure 18: Case studies location (Customers) General aspects from the twelve participants were identified: four have a postgraduate education, four graduate, two high school and two primary educations. The twelve respondents have different professions (librarian, dentist, researchers, teacher, housekeeper, seamstress and others). Eight are females and four males. Four people are less than 35 years old; six people are between 35 and 46 years and two people are between 45 and 64 years old. Four people have had their experience in the CS in less than 2 years, five people in the range 3-6 years and three people in the range 7-10 years. Finally, 75 % of the respondents have interacted in areas of the CS with Professionals (architects, mechanical & engineering services, civil engineering, etc.), Design & Build and Housing Construction. 4.3. Results from Customers Opinions 4.3.1. Perceptions during a construction process Seven of the customers interviewed have participated in family projects in relation with their personal needs. Three customers present an important interaction with organizations within the CS in remodelling construction processes with a justification from a technical approach in relation to the environment. Table 17 shows the projects where customers have participated within the CS and how were their experience in the project. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 83 Table 17. Project and experiences characteristics by case study (customers) Project Project justification Experiences characteristics Interaction details Case Studies Family house Personal needs "Making many drafts of the house plan on paper, each time innovating". "Family interacted during the process" Contract with the architect until the final phase of approval of the architectural plans and/or guidance on the work execution. 03, 05, 06, 09, 10, 12 The interaction could be simple and complex at the same time. Architect contract, then structural engineer contract. "Through conversations I explained to the architect the house that I wanted, but when I saw the first proposal…)" Reviewing the plans is the main phase, but the perception on site is different in people. Remodelling of apartments The architect generated trust and designed plans with very small room dimensions. It was a chaos. "More money is used in remodelling processes than to build a house…)" Contract with architect and with group of bricklayers./ Contract with architect only at first instance 07, 08, 11 Kitchen remodelling and Dentist's Office Dissatisfaction with the bricklayer in the intervention only in the kitchen because other areas were affected. Contract with a bricklayer for the kitchen remodelling 02 Operations Production Engineering Laboratory Operations Production Engineering Projection The construction planning department of the university had greater flexibility of work. Contract with an external company 04 Remodelling and extension of the library in a university Excessive demand from students for library service. Library director, architect, and some students to identify requirements. A meeting for the preliminary part with the designer. 01 National accreditation requirements. Librarians were initially defining requirements. Some meetings with students and architects who worked with the main architect. Adapt a specific place for patrimonial documents. Not all studies were carried out. Some visits to the installations to determine requirements. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 84 The twelve case studies show which experiences characteristics exist associated with the project director and/or project owner; the architect, the project administrator; the bricklayer’s team; and the suppliers. The experience between customers with personal of the CS, and the requirements definition represent an improvement opportunity. On the one hand, all the customers emphasize which complementary studies were not carried out. Customers’ requirements were not considered in the project construction and architects designed plans with small room dimensions. Case Study 11 says that more money is used in remodelling processes than to build a house. It is paid to break, and it is paid to rebuild. Also, aesthetics of the dentist's office within the Case Study 02 were not related to the house. On the other hand, important experiences were developed. The architect generated trust within the Case Study 07. The bricklayers were with a good attitude in the development of the work within the Case Study 10. Therefore, as a general conclusion, the interactions depend on multiple factors; however, adapting customers’ requirements is important to generate customer satisfaction. In relation with the interaction details, opinions were collected from customers. Establish permanent meetings are very important; before, during and after the construction project (Case Study 01). In addition, to elaborate a contract with an architect could help to define the scope of the construction project. This contract could develop the architectural plan and guidance on the work (Case Study 03). The basic idea could be defined by the architect and later could help the customers’ requirements adoption. Also, the creativity of the architect could help the masons to interpret the architectural plans too. Finally, the permanent communication through multi-means for the good development of a construction project is necessary during all the construction process. 4.3.2. Service Quality Definitions from the Customers’ Perspective Table 18 shows the SQD grouped by SQ definitions proposed from the customers’ perspective. On the one hand, satisfying customers’ needs are important in relation with Case Study 01 and Case Study 07, not what is on trend; also, the personal of the CS must be open to changes (Case Study 03) and to listen to the customers’ voice to consider the details during the construction process (Case Study 02) represent factors of SQ definitions. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 85 Table 18: Service Quality Dimensions grouped by Service Quality definitions from the customers’ perspective Service Quality Dimensions Service Quality definitions from customers perspective Case Studies Reliability "To be punctual at the time of entry and exit. work with integrity", "Responsibility and honesty". 04, 06, 08, 11 Responsiveness "When architects and masons are agile and they meet deadlines", "Efficiency, speed and talk about savings in construction", "The bricklayers will be agile and that they are not lazy" 07, 09, 10 Empathy "To listen requirements and to pay attention to the details", "SQ is consider the users’ needs" 01, 02 Versatility "Service Quality is that it is based on the costs of the determined budget, the appropriate time and with the expected results" 03, 04 Emotional Intelligent When the architect seeks to please him in what one wants and is very patient; also, when the architect raises ideas and advice on the definition of the project. Be open to changes. 03 Experience and Assurance Service Quality is when an expert mason has good ideas; in addition, experience in other works 05 Functionality "A quality service has to provide something that I want, and I need; not what's in fashion, not what's on trend; maybe you could go with modern building materials, but not in design" 12 Source: Customers Interviews On the other hand, the implementation of ideas and advice on the definition of the project (Case Study 03), the experience in other works (Case Study 05, Case Study 10), the agile responsiveness (Case Study 07, Case Study 09), the fulfilment deadlines and the costs of the determined budget with an appropriate time and with the expected results are factors to improve the SQ. An important aspect is the responsibility and honesty in the provision of the service and to work with integrity during the construction process. Thus, the traditional SQD are consider for customers; reliability, responsiveness, empathy, and assurance; however, new proposed grouped characteristics emerge versatility, emotional intelligent, experience and functionality. Finally, all the customers emphasise, as a summary, that the organizations within the CS could improve the SQ process through the permanent interaction in relation to listen to the customers’ requirements, generate empathy and try to understand the purpose of customers quality requirements. Also, the organizations could adapt their processes to generate more satisfaction in their customers with factors: cost, empathy, good ideas, innovation with traditional things, responsibility, and honesty, and pay attention to the details in the construction and the communication processes. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 92 Table 23. Categorization of Service Quality Dimensions through the Kano Quality Model SQD SQD Category Attractive (A) One-dimensional (O) Indifferent (I) Must-be (M) Reverse (R) Questionable (Q) Total Quantity % Quantity % Quantity % Quantity % Quantity % Quantity % Quantity % empathy 1 0 0% 5 42% 0 0% 7 58% 0 0% 0 0% 12 100% assurance 2 0 0% 5 42% 1 8% 6 50% 0 0% 0 0% 12 100% responsiveness 3 0 0% 4 33% 0 0% 8 67% 0 0% 0 0% 12 100% reliability 4 0 0% 7 58% 1 8% 4 33% 0 0% 0 0% 12 100% tangibles elements 5 0 0% 1 8% 3 25% 8 67% 0 0% 0 0% 12 100% quality aesthetic 6 1 8% 3 25% 0 0% 8 67% 0 0% 0 0% 12 100% design 7 0 0% 5 42% 0 0% 7 58% 0 0% 0 0% 12 100% care in execution of work 8 0 0% 2 17% 0 0% 10 83% 0 0% 0 0% 12 100% innovation 9 2 17% 4 33% 1 8% 5 42% 0 0% 0 0% 12 100% Total 3 3% 36 33% 6 6% 63 58% 0 0% 0 0% 108 100% Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 93 Figure 19. Categorization of Service Quality Dimensions through the Kano Quality Model Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 94 4.3.7. Service Quality Dimensions identified from the customers’ perspective New SQD from a customer’s perspective are presented in Table 24. They were analysed through an analysis in the customers’ interviews and proposed now by the author as an important contribution. They depend on situations, and events which could generate customers’ satisfaction according to the study context: (i) Requirements’ management and process’ optimization, in the interaction between customers and organizations with the purpose of managing the customers’ needs and reduce the wastes. (ii) Emotional intelligence in the construction manager to generate customers’ satisfaction and the management of the service process to avoid conflicts and solve problems in a flexible and adaptable way. (iii) Ergonomics analysis in the design process of a construction work to adapt the installation to the people and to design comfort within the construction areas. (iv) Permanent training of the bricklayers to generate dynamics capabilities, experience, and professionalism; and (v) Bonus item in relation with giving an attractive attribute to the customers and generate more satisfaction. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 95 Table 24. Service Quality Dimensions identified from the customers’ perspective SQD identified Selected citations that highlight other factors Case Studies Requirements management and process optimization "They should use the new technology tools in which one can already visualize the house and optimize the resources and already with exact materials, exact quantity to be used and budgets that closely match what is going to be used in real life", "I made the contract with a hardware store, and he was going to bring things and I was going to pay because I do not have time, and that they provide us with the contacts" 04, 06, 09, 11 Emotional intelligent "To reduce the procedures that are done as possible, because the bureaucracy in the public sector is extensive", "Compliance with delivery times and deadlines", "Flexibility with the architect" 01, 03, 08, 10 Ergonomics analysis "The professionals should present interest in the execution of the work and that they do it as their own work", "t necessary that the designer is guiding you, it knows that it seems to me that something like that remains, better a television here and something like that remains, colours, improve the waiting room" 02, 05 Permanent training of the bricklayers Training the bricklayers of this bricklaying branch 07 Bonus item Give a plus in the construction, which can see how to improve the appearance of the construction, for example if there is any material left over, try to propose something else and not be framed in the prices, that is, do things with pleasure. 12 Source: Customers Interviews Finally, customers presented their perception of the most important SQD in relation with their construction projects experience. Table 25 shows a summary of the customers answers. The SQD: (i) reliability oriented to looking for spaces that adapt to customer’s needs and to offer a product quality (Case Study 01, Case Study 04, Case Study 07, Case Study 08); (ii) requirements management and process optimization to improve the customers satisfaction (Case Study 06, Case Study 09, Case Study 10, Case Study 12); (iii) assurance oriented to select the best materials, quality in construction materials, quality in pipes, etc., with criteria and decision making in a better way; and tangible’s elements, care in execution of work, and aesthetic. Thus, the traditional and new SQD represent important characteristics within the SQ process in the CS. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 96 Table 25. Customer’s perceptions in Service Quality Dimensions SQD Customers general opinions of a services quality process Case Studies Reliability "Reliability because one is not going to be 100% in charge of monitoring, they must do things well", "Trust and reliability, trusting that what they were going to do was going to be good and what they said they were going to do they had to do", "Instances (designer, builder, manager, and inspector) are isolated and should be the one doing the design should build to maintain harmony in the development of the work" 01, 04, 07, 08 Requirement management and process optimization "The architect oversaw the design and the visits in the execution of the work; in addition to purchasing the materials with the advice of the architect", "Good construction materials because the house already built, problems can come. Understanding", "Receive advice, because money is obviously saved there precisely to be more efficient over time, to avoid waste, avoid accidents, to save money of course" 06, 09, 10, 12 Assurance "That they put themselves in their place and realize that work is for them", "Define a work contract". 03, 11 Tangible’s elements "Communication, where the ideas of the projects are discussed, the changes are discussed and they must be in a personal way and then through technological tools, the most important thing is that the work is personalized" 02 Care in the execution of work "Receive advice, because money is obviously saved there precisely to be more efficient over time, to avoid waste, avoid accidents, to save money of course" 05 Aesthetic "The quality of construction materials, quality of pipes, etc" 10 Source: Customers Interviews 4.4. Service Quality Dimensions and Adaptation Mechanisms in the Construction Sector from the Customers’ Perspective The characteristics of organizations that help provide quality services and products have been grouped and summarized. Thus, the SQD are considered as a group of characteristics because they encompass differentiating qualities or attributes that represent key elements to guarantee the SQ. Below is the expected result of Task 1 "A set of characteristics that constitute SQ in the CS from the customers’ perspective". They were analysed in the literature review and through the customers’ interviews. In addition, AM from customers’ perception have been grouped and summarized. 4.4.1. SQD from the Literature Review ✓ SQD01. empathy, personalized attention with kindness and courtesy. It is in relation to understanding the customers’ expectations and objectives; communication and permanent Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 97 feedback in the project development (access, courtesy, communication, understanding the customer, interaction with customers). ✓ SQD02. assurance, knowledge, and attentions shown by employees and their abilities to generate credibility and confidence. Also, it is in relation to the credibility, confidentiality, wisdom, and competence. ✓ SQD03. responsiveness, willingness to help clients and provide fast service. It is in relation with time which is important to the construction customers (professionals’ skills, workers behaviour as the dynamic ability to understand the customers’ requirements and proactive attitude, technology tools in relation to incorporate virtual simulation of a construction project, 3D simulation, virtual reality, incidents resolution, work disruptions) ✓ SQD04. reliability, as the ability to perform the service in a careful and reliable manner in general consistency of performance and dependability (total quality of work output, it is in relation with the physical progressive product quality and quality control, reputation and experience, it is in relation with the image and prestige won through quality works done in the past and "know-how" of interaction with customers, delivery times, integrity, honesty, and ethics manage in their processes). ✓ SQD05. tangibles elements, aspect of physical facilities, equipment, machines, tools, means of safety, the location of the project, personnel, and communication materials (technological tools, it is in relation with the interaction between organizations and customers through technological applications). ✓ SQD06. quality aesthetic, it is in relation to aesthetic and technical workmanship in the project execution. ✓ SQD07. design, it is in relation with construction design, completion processes, technologies, organization, and assembly (flexibility and adaptability before, during execution and after of the project) and versatility with a conceptual strategic model of the construction. ✓ SQD08. care in execution of work, it is in relation with the preventive actions of the organizations to avoid accidents and incidents during the work process. ✓ SQD09. innovation, it is in relation to offer a construction service with social, environment and economic sustainability; the organizations within the Construction Sector show to customers the responsibility to optimise the resources through sustainable innovation processes (sustainability, social responsibility). Some service innovation processes. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 98 4.4.2. SQD from the customers interviews ✓ SQD10. requirements’ management and processes’ optimization through reduce the waste in the construction process and the fulfilments of the customers' needs in the work. ✓ SQD11. emotional intelligence in the construction manager to generate customers’ satisfaction; skills to manage and solve problems. ✓ SQD12. ergonomics analysis in the design process of a construction work to adapt the installation to the people. ✓ SQD13. permanent training of the bricklayers to generate dynamic capabilities, experience, and professionalism. ✓ SQD14. Bonus item consists of giving an attractive attribute, functionality or upgrade to customers and generate more satisfaction through an unbudgeted offer. 4.4.3. AM from the customers interviews ✓ An effective communication process with permanent feedback. ✓ Permanent training to improve the adaptative capacity of the bricklayers, and the supervisors are important to guarantee the service and product quality. ✓ Effective requirements managements with a supplier’s control ; and ✓ Common sense in the execution of the work. 4.5. Discussion and Conclusion Customer’s needs have a key role in the construction process. In addition, customers’ perspective of quality characteristics of construction projects present ambiguity, uncertainty, and complexity (Mack, O., Khare, A., Kramer, A., & Burgartz, 2015; Millar et al., 2018; Yang et al., 2021). It is in relation with the changes in the turbulent environment (Gunasekaran et al., 2019). Therefore, organizations must generate AM, and internal change will contribute to their sustainable development. Bellow, important discussions, and conclusions are presented in relation to answering the specific objective 1 “To determine the characteristics within the organization that are considered to provide service quality, and in what way those characteristics are related to changes in products and services”. 4.5.1. Customers Perceptions The interaction between customers and personal of an organization of the CS has an important role (Ngowtanasuwan, 2020; S. L. R. Wood et al., 2018). That depends on multiple factors; however, to Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 99 adapt customers’ requirements is important to generate customer satisfaction. For example, in this research all the customers interviewed emphasize that complementary studies were not carried out and customers’ requirements were not considered in the construction project (Barragán-Landy et al., 2020). Thus, the permanent communication through multi means and a permanent feedback process during the development of the construction could be considered to reduce the variability (Forsythe, 2016). These are important for to reduce wastes in the future (Schmidt et al., 2016). Suppositions must not be considered because the customers have their emotional and technical needs and the personal of the CS only has technical specification to fulfil (Aluko et al., 2021). The generation of trust represents an important perception from the customer perspective, and also when the bricklayers present a good attitude in the development of the work (Torabi Farsani et al., 2016b). Establish permanent meetings is also important: before, during and after the construction project. In addition, to elaborate a contract with an architect could help to define the scope of the construction project (M Hoxley, 2000; Spurrell et al., 2019). Therefore, to manage the interaction situation with multiple strategies could help to satisfy customers’ requirements. 4.5.2. Service Quality Definitions Important contributes about experience and needs were presented from the customers’ perceptions. For a customer the requirements fulfilment, the appropriate time, the expected results with the budget, the permanent support, the responsibility and honesty of the architect and the bricklayers are important variables to define SQ. In addition, the balance between modern building materials and design are variables to consider too (Klosova & Kozlovská, 2020; Tjandra & Tan, 2002). SQD helps to improve the organization competitiveness and the adaptation to the market. It is in the interest of CS organizations to develop a SQ culture within their value chain to generate customer’s satisfaction in the medium and long term. The results showed indicate that the satisfaction of customers’ needs are related with their requirements not with what's on trend (Klosova & Kozlovská, 2020). This is possible to see in the research study context. These definitions are in relation with the traditional SQ definitions in the literature (Siriwardena, 2015). Also, SQ is defined through the permanent interaction between the customers in relation to listening to the customers’ requirements, generate empathy and try to understand the purpose of customers quality requirements. The organizations could adapt their processes to generate more Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 100 satisfaction in their customers with factors: cost, empathy, good ideas, coupling innovation with traditional things, responsibility, and honesty, and pay attention to the details in the construction and the communication processes (Forsythe, 2016; Yang et al., 2021). 4.5.3. Service Quality Characteristics The SQ characteristics analysed represents qualities which have generated customers satisfaction. For example, work team and functions, permanent feedback, experience, adaptability, flexibility, and proactivity action, knowledge and wisdom, and integrity are considered as relevant characteristic for the customers. Therefore, to know and to develop this SQ characteristics could help to generate customers satisfaction (Aluko et al., 2021; Sama et al., 2021). The dynamic requirements which change in the construction process have some particularities because dynamic attributes affect costs and delivery times of the work. Therefore, to develop a great requirements management is the key (Bertelsen, 2003a; César Camisón & Puig-Denia, 2016). 4.5.4. Adaptation Mechanisms from the Customers’ Perspective AM represent strategies developed by the organizations within the CS; however, in this research it was proposed to explore customers’ perceptions in relation with the topic. The strategies analysed and the findings could help organizations within the CS adapt to the DTEs (Gunasekaran et al., 2019). From customers experience, The AM: (i) an effective communication process with permanent feedback; (ii) common sense in the execution of the work; (iii) an effective requirements management with suppliers; and (iv) permanent training to improve the adaptive capacity of the bricklayers, masons and the supervisors are important to guarantee service and product quality (Cheng et al., 2006; Kim Wan Siu et al., 2001). These AM have helped to generate customers satisfaction within the construction process in the presence of dynamics requirements (Barragán-Landy et al., 2020). 4.5.5. Service Quality Dimensions Categorization The results framed by the Kano Model evaluation showed that the attribute “care in execution of work” represent the most important SQD. This is a must-be attribute (from a customer’s perspective). It is in relation with the preventive actions of the organizations to avoid accidents and incidents during the work process (Gupta & Shri, 2018; Juan et al., 2014, 2019). Also, attributes with a “second weight” are responsiveness, tangibles elements and quality aesthetic within the must-be/ basic needs category Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 101 oriented to quality. One attribute within the one-dimensional category is reliability. The other attributes: empathy, design, assurance innovation, can be regard as important complements to generate customer’s satisfaction. Therefore, the SQD categorization could have diverse results in the Kano model application in different contexts and circumstances and considering which dynamic requirements are changing all the time. 4.5.6. Service Quality Dimensions Identified from the Customers’ Perspective The aspects which have emerged in this research work are requirements management and processes optimization, emotional intelligence, ergonomic analysis, permanent training of the bricklayers and offers of a bonus item. They could be considered as new SQD to provide a service and product quality within the CS to respond to the challenge of “customer’s satisfaction” (Aluko et al., 2021; Yang et al., 2021) especially in DTEs. Also, the understanding of drivers of customer satisfaction, which may be related to new dimensions, is the key element of SQ (Ling & Chong, 2005) and SQ culture developed in organizations could help to adapt their structure and processes to respond to turbulent environments (Pekkola et al., 2016). It is important to consider customer satisfaction to increase the market of customers and the future behavioural intention (Ling & Chong, 2005) and the features of the dynamic environment and their influence in the SQ process (Ingle & Mahesh, 2020; Ling & Chong, 2005). Therefore, a holistic, flexible, and adaptable attitude seems to be relevant to face dynamic and turbulent conditions and changing customer’s requirements and expectations, because SQ needs to understand environment changes and improve the communication process. SQD from 01 until 14 from customers perspective could be considered to improve the customers satisfaction in the CS (subsection 4.4.1 and 4.4.2). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 108 materials could generate customers satisfaction in the work execution. An important characteristic is the experience, adaptability, and proactivity action (Case Study 01, Case Study 03). Managers said that a qualified professional follows the architectural plans with a work team with supervisors, masons, and others. This generates synergies between them. Finally, other important characteristics were analysed within the managers interviewed: permanent feedback through an adaptable communication process; (Case Study 08); emotional intelligence oriented to manage the problems and situations in the construction process (Case Study 09); and dry construction system oriented to incorporate new technology (Case Study 04). Thus, there are a variety of criteria from the managers’ perspective in relation with the characteristics presented in the SQ process in the CS. Table 28. Characteristics to provide quality services and products considering changes: categorizing citations from the interviews (managers) Grouped characteristics in... Characteristics to provide Quality Service, Quality Products with changes from managers opinions Cases Studies Requirements management "Quality service is provided based on how the office is organized", "Total Quality above all", "We always work with materials with trustworthy people (there are no specialized laboratories for materials control - no one reviews)", "Do not generalize the project…); customize the project" 02, 06, 10, 12 Integrity "Fulfilment with regulations, ordinances, and laws", "Fulfilment of both parties, tech architect and the owner construction. On one side the architect should have the construction planning and on the other side the owner should have the money according to the budget" 05, 07, 11 Experience, adaptability, and proactivity action. "The degree of safety and reliability in the terms of reference must be key, that is, for example in a specification of a concrete of proven resistance, it must be presumed that this is the case", "An office that is well organized is one that is staffed with enough experience" 01, 03 Permanent feedback "There are clients who make the projects go beyond those planned and this makes me seek to provide novel solutions to the projects", "The SQ is obviously the interaction…)" 08 Emotional Intelligence To develop a program of socialization of the work for clients; to manage discomfort and benefits to strengthen patience and tolerance as an organization within the SC. 09 Dry construction system "The dry construction system would help a lot to give optimal response times, be more dynamic and adapt quickly" 04 Source: Managers’ Interviews Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 109 In relation with the questions: "What do you think about the dynamic changes of customers’ requirements in construction projects? And how did you stabilize those dynamic requests internally?", managers perceptions on the dynamic attributes and changes, and the relevant internal stabilization strategies for improvement of the construction process were analysed. Table 29 shows a systematization of the principal results of managers opinions of the dynamic attributes and stabilization strategies. On the one hand, it shows that changes in construction are not recommended because they generate more cost, delay in delivery and probable future problems if the change is at the structural level. On the other hand, other cases indicate that an analysis of the change could be made and if it is feasible to make it. Managers said that the changes are important in the project preliminary phase (Case Study 02) because the requirements can be changed in the architectural plane. However, once the project is approved is more difficult to accept the changes. In addition, the changes must have a limit to avoid troubles in the future . In the private sector is easier to accept the changes than the public sector (Case Study 06, Case Study 07). It depends on the available budget in each case. Therefore, if the customers can resolve the budget is possible to accept the change. The dynamic requirements are presented in relation with the customers likes (Case Study 06). But, if the customers accept the budget in that way, it is possible to manage the dynamic attributes (Case Study 11, Case Study 12). Stabilization strategies that are used by managers were analysed to reduce the presence of dynamic attributes. These strategies could help to the managers to generate consensus with their customers: provide alternatives through practical examples; make work routes, meetings, feedback, and others. The stabilization strategies were grouped to help to understand the ideas: negotiation and consensus oriented to generate friendly process between the two parts (Case Study 03, Case Study 07, Case Study 09); meetings with proceedings, changes costs analysis and standardization in relation to defining an architectural plane approved without the possibility of changes (Case Study 04, Case Study 06); additional contracts in relation to adjust budgets (Case Study 08); building permit administration in relation with the changes that must be authorized by the customers and approved by an regulatory institutional (Case Study 05); flexibility and adaptability oriented to develop an open mind in the Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 110 presence of dynamic attributes (Case Study 10); permanent feedback and project customization as agile methodological tools to adapt the changes (Case Study 12 and Case Study 01). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 111 Table 29. Managers Opinions of the Dynamic Attributes and Stabilization Strategies: categorizing citations from the interviews Aspects established Opinions of the dynamic attributes and changes Stabilization strategies Case Studies Negotiation and Consensus "Customers need to appreciate things and should be explained about the results; sometimes they accept and sometimes they do not", "here must be a socialization program with the customers prior to the execution of the work to avoid changes" "Socialization program and sincerity", "To try to please the customer and to analyse what can be compensated so that it does not affect costs" 03, 07, 09 Meetings with proceedings / Changes Costs Analysis / Standardization “Before I thought important aspects such as: - shape; related to the beauty of the work; - function; the use; - technology; with which it is resolved. Now I use the criteria: - needs; customer requirements and requests; - conditions; it is invariable, and they are the minimum aspects that must be considered, this is standardized and normalized; - intention; they are related with how the architect meets them” “The standardization of the departments has helped us reduce and eliminate the request for changes. If clients require any changes, they are left to do so with their own resources but after handing over the department” 04, 06 Additional Contracts / Trust “Changes requested by customers are accepted in the first instance to be analysed, studied, and establish a criterion of how possible and how real and valid…” “…there are many changes that are generated at the level of any project, which is why additional contracts are generated…” 08 Building Permit Administration “Changes in the construction process have a limit; they must be established, because there may be later changes in the structure and may generate problems in the future” “All changes must be authorized by the owner of the construction (customer). This is a signed document indicating the requested change to be made…” 05 Flexibility and adaptability “Changes requested by the clients greatly harm the execution of the project, causing delays in the delivery of the work” “If a client is restricted in some things, she does not bother and understands it; But if the architect is open, the client begins to wander, doubt and already asks family and friends for advice and they have many more variables in their mind” 10 Formal approval of requirements “While the project is in the preliminary phase, the client is right. Once the project is approved, it is more rigid to change it” “Provide alternatives through practical examples (models set up so that the client can see how it would look) including counters, taps, washbasin” 02 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 112 Source: Managers Interviews Table 29. Managers Opinions of the Dynamic Attributes and Stabilization Strategies: categorizing citations from the interviews (cont.) Aspects established Opinions of the dynamic attributes and changes Stabilization strategies Case Studies Permanent Feedback “Changes in construction cause costs. If the organization assumes the costs for customer satisfaction and it is feasible, there is no problem; but if the changes represent a lot of money the customer should acknowledge it” “Permanent interaction processes. Customers are technically presented with the feasibility of making or not the requested change or that is presented in the construction” 12 Project Customization “Changes in a work is not recommended because the change in a specific area means that they change in another areas, this entails new structural calculations, spending money and time” “To induce the client not to change” 01 Source: Managers Interviews Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 113 Dynamic requirements represent a challenge to the organizations within the CS. Aspects to be considered from the managers perspective are presented in relation with the dynamic requirements affectation. Table 30 shows a categorization of the managers opinions of the dynamic attributes’ affectation. Important criteria were identified. Some such as: "the customer is right" are not necessarily true; it depends on some factors because in technical aspects customers do not know the requirements; the dynamic attributes affect costs and delivery time of the work; "quality improvement is achieved by focusing on customers" because this generates greater satisfaction. Thus, managers established strategies to face the affectations of the dynamic attributes. (i) Requirements management in the construction process is important to establish an analysis about the customer’s needs. (ii) Management system improvement to incorporate guidelines, objectives, and processes. (iii) Work team oriented to guarantee the synergy in the construction process. Table 30. Categorizing selected managers’ opinions of the dynamic requirements by case study Dimension established Dynamic attributes affectation Case Studies Requirements Management "The architect must establish a good planning of the construction so that there are not many changes", " It affects the quality of the service in a positive and negative way. There are requirements that were not foreseen, but when analysed it enriches and strengthens the project. On the other hand, a like that is not entirely suitable for the project can cause problems", "Customers sometimes have a like approach rather than a technical approach, so advice is necessary" 01, 02, 05, 06, 07, 08, 09, 10, 11 Management System improvement "Quality improvement is achieved by focusing on customers, this generates greater satisfaction", "Generally complementary contracts are made to adjust to changes in the requirements to finish developing the work" 03, 12 Work team "It depends on the type of customer; on the one hand, a customer who fully trusts the architect and who is carried away by the finishes and the aesthetic form. on the other hand, a customer who has more criteria and requires greater functionality in construction" 04 Source: Managers Interviews 5.3.4. Adaptation Mechanisms identified From managers perspective the AM which organizations use and/or must use to guarantee products and services quality with the dynamic requirements are diverse. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 114 AM can be defined as plans, or strategies, which help the organization to improve adaptive capacity (Lin et al., 2016; Schoemaker et al., 2018) of the organization within the CS to provide service and product quality in dynamic and turbulent environments (Teece, 2018). Table 31 shows the grouped AM from managers’ principal opinions proposed in the case studies. AM were established by the author of this research work considering the context study, trying to integrate the grouped ideas, the affinity of ideas and the opinions of managers interviewed. AM: (i) integral training, it is relation with the employees need to know the innovative technology, trends, methodologies, and strategies to respond a market exigent. (ii) saved budget, it is relative to save some money to respond to a complex environment and maintain financial liquidity. (iii) paradigm change, it is in relation to generate internal process of change the actual paradigm and find other work ways. (iv) management system, oriented to organize the processes, the documents, the evidence and clarify the making decision process. (v) work team, in relation with the empowerment in the employees and the possibility to generate synergies between them. (vi) permanent feedback, through effective meetings and advisory; thus, the implementation of agile solutions in the necessary instant. (vii) versatile construction project, oriented to improve the adaptation of the construction with different technologies. (viii) innovation, as important strategy to generate innovative ideas, new approaches in critical situation with an integral solution. (ix) service approach, oriented to shows empathy through the employees in the true moment of interaction. (x) formal approbation, to guarantee through a signed document the adaptation of the work and to generate an adaptation repository. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 115 Table 31. Categorizing selected citations concerning Adaptation Mechanisms from the managers’ perspective Grouped AM in… Adaptation Mechanisms and/or strategies Cases Studies Innovation "The versatility helps the project to be used now to solve a current problem and to solve problems in the future with projections", "Permanent training to be in accordance with the innovative technology that is already being generated to establish innovation processes" 01, 08, 09 Permanent feedback "Interaction processes to explain the works from a technical point of view", "Initial interaction with work meetings" 07, 12 Integral Training "Training programs articulated in strategic plans" 01, 02 Paradigm Change "At the university, the autonomous classrooms project was presented so that the area that needs it could use it" 04, 08 Formal approbation * Identify who will bear the costs of the suggested changes and execute the work. 11 Management System Improvement "Management within the construction process is based on formalized documents" 05 Saved budget "In the public sector there is a lot of uncertainty, some officials do not assume responsibility and there is turnover of staff very often" 03 Work team * The changes requested by customers are received and have been generated in the construction. 06 Versatile Construction Project * There are situations to be resolved at the time of construction and there we understand some more things. Changes cannot be made on site since the project is approved. 08 Service Approach * It is difficult to adapt, because there are bureaucratic processes that limit the operation of the construction. 10 Source: Managers Interviews 5.3.5. Performance Measurement in Dynamic and Turbulent Environments and procedures to measure the performance Manager’s arguments in relation with PM and organizational behaviour were analysed. PM is the process of quantifying effectiveness and efficiency of the construction process. Table 32 shows grouped managers opinions related to this topic. Seven managers affirm that this process will affect organizations, although in some cases it is difficult to measure the dynamics of the requirements in the Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 116 construction processes. Improvement opportunities, flexibility and adaptability improvement and teamwork represent the affectations. Important aspects to consider in the analysis processes were identified: (i) PM through work group. (ii) PM results of processes generate opportunities for improvements. (iii) PM helps to know where the weak point of the worker potential. Thus, PM for the people could be uncomfortable; however, PM represent a strategy to improve the SQ in the organizations. Table 32. Managers’ Opinions of Performance Management and organizational behaviour by case study Grouped opinions in... Performance measurement and organizational behaviour (Opinions) Case Studies Improvement opportunity "The evaluation should be used to know where the weak point of the worker potential is", " It affects in a positive way, because people to systematize the things they execute their work and improves performance" 01, 02, 05, 06, 07, 11 Flexibility and Adaptability Improvement "Measuring performance for people is uncomfortable", "Performance measurement does affect organizational behaviour. Therefore, it is necessary to know the client, what he needs to do and determine how to define flexibility and adaptation strategies", " 02, 04, 12 Teamwork "For completing changes in works, you can leave a job and go to another to solve it", "If it affects, it is a work group issue and that generates more pressure" 09, 10 Source: Managers Interviews To manage the construction process, represent a great challenge within DTEs. The characteristics in the process are presented through the managers interviews. Table 33 shows the possible procedures from managers’ opinions which can be used to measure the organizations performance. Those procedures were established in relation to the opinions proposed. There are procedures which need study. For example (i) planning: in relation to establish a previous analysis process, requirement managements (Case Study 01, Case Study 02, Case Study 03, Case Study 07). The planning results can be measured and can help to improve the SQ. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 117 (ii) indicator validation, oriented to define what the key indicator to measure in the DTEs (Case Study 02). The budget indicators could help in relation with changes in the environment. (iii) decision making through assessment, oriented to generate a decision process to guarantee the service and product quality (Case Study 05). The evaluation process must be in relation with the construction work process and with the construction finishes. (iv) technology tools, in relation to use modern tools to measure the performance which can be (monitoring in real time - video) (Case Study 06). (v) construction goals: in relation to establish challenges in the employees to guarantee a work by product or results (Case Study 09, Case Study 10), The goals represent great opportunities to improve the PM in the CS, for example every week or every month the construction process should have targets. (vi) results observation though a visual management of the work progress (Case Study 11). The visual management represents an important strategy in the PM to improve the SQ in the CS because this could generate more customer satisfaction. (vii) high budget measured; in relation to establish a rigorous process of control if the work budget is high (Case Study 12). The high budgets in big construction projects need more attention because the changes could generate high costs in the adaptation processes. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 124 Table 37. Managers’ evaluation of traditional and new Service Quality Dimensions identified in the literature SQD Interviewed Managers Results M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Min Max Average % Traditional empathy 5 5 3 5 5 5 5 4 4 5 5 5 3 5 4,67 93% assurance 5 5 4 5 5 4 5 4 5 4 5 5 4 5 4,67 93% responsiveness 5 4 4 5 5 4 5 5 5 5 5 5 4 5 4,75 95% reliability 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5,00 100% tangibles elements 5 5 4 3 5 2 4 4 5 3 5 5 2 5 4,17 83% New quality aesthetic 4 5 5 5 5 3 4 5 5 4 5 5 3 5 4,58 92% design 5 5 4 5 4 4 5 5 5 5 4 5 4 5 4,67 93% care in execution of work 5 5 4 4 4 2 4 5 5 4 5 5 2 5 4,33 87% innovation 3 5 5 5 5 2 5 5 5 4 5 5 2 5 4,50 90% Average 4,6 7 4,8 9 4,2 2 4,67 4,78 3,44 4,67 4,67 4,89 4,33 4,89 5,00 3,22 5,00 4,59 Source: Managers Interviews Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 125 Figure 20. Service Quality Dimensions Evaluation (Managers) Source: Managers Interviews 5.00 4.75 4.67 4.67 4.67 4.58 4.50 4.33 4.17 reliability responsiveness empathy assurance design quality aesthetic innovation care in execution of work tangibles elements Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 126 5.4. Service Quality Dimensions in the Construction Sector from the Managers’ Perspective Table 38 shows SQD identified from the managers’ perspective. They were analysed through a study in the managers interviews and proposed by the author as an important contribution. They depend on situations and events which could generate customers’ satisfaction according to the study context: (i) Organization, planning, and prevention actions oriented to reduce the variability. (ii) Follow up, in relation to establish a control process. (iii) Strengthen sources of financing oriented to regulate the continuity of the work. (iv) Keep customers informed through social networks. (v) Deeper socialization of technical aspects to guarantee the service and product quality. Table 38. Service Quality Dimensions identified by the author from the managers’ perspective SQD identified Selected citations that highlight other factors Case Studies Project Monitoring "Follow up", "The architect could visit the construction after two years, after its use and observe the house; never lose contact with the customer" 02, 04, 07, 09 Planning to reduce waste "Planning, prevention and organization", "Strengthen sources of financing", "Stability, that the construction is solid" 01, 03, 08 Reliability Punctuality, fulfilment delivery times 10, 12 Deeper socialization of technical aspects "Communication, information flow is necessary between clients and the architect", "Deeper socialization of technical aspects", "Build trust in customers" 05, 06, 11 Source: Managers Interviews The characteristics of organizations that help provide quality services and products have been grouped. Thus, the SQD are considered as a group of characteristics because they encompass differentiating qualities or attributes that represent key elements to guarantee the SQ. Below is the expected result of Task 2 "A set of characteristics that constitute the SQ in the CS from the managers’ perspective". They were analysed through the managers interviews and complement the SQD identified in Chapter 4 in the subsection 4.4. ✓ SQD15 Planning to reduce waste , is a cultural process to incorporate within the organizations in the CS; also, to generate preventive processes to avoid resources’ waste and to regulate the continuity of the work with financial optimization. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 127 ✓ SQD16 Project monitoring is important to incorporate a monitory process to understand every step in the project; the follow up of the construction activities for the decision-making process. ✓ SQD17 Deeper socialization of technical aspects , it is important to inform customers about the construction process and the technical aspects must more explained 5.5. Adaptation Mechanisms in the Construction Sector from the Managers’ Perspective Managers emphasizes that it is necessary to consider aspects in the SQ process: to incorporate simple solutions in the construction process, develop a flexible organizational structure with multifunctional people, incorporate innovative technologies within the business model of the organization, and others. Thus, AM could help to improve the SQ in the CS. Below the expected result of Task 2 "A set of AM that organizations use to guarantee the SQ in dynamic and turbulent environment from the managers perspective” is presented. They were analysed through the managers’ interviews. ✓ AM01. integral training is related with the employees need to know the innovative technology, trends, methodologies, and strategies to respond to an exigent market. ✓ AM02. saved budget , consists of assuring savings to respond to a complex environment and maintain financial liquidity. ✓ AM03. paradigm change is related with developing an internal process to change the actual paradigm and find other ways to work. ✓ AM04. management system improvement is oriented to organize the processes, documents, evidence and clarify the decision-making process. ✓ AM05. teamwork empowerment , in related with employee’s empowerment. ✓ AM06. permanent feedback , involving customers and collaborators through effective meetings. ✓ AM07. versatile construction project is the orientation to improve the adaptation of the construction with different technologies. ✓ AM08. innovation is key to generate a service culture in the employees and the technological change. ✓ AM09. service approach , to generate a service culture in the employees. ✓ AM10. formal approbation , to guarantee through signed documents the adaptation of the work. Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 128 5.6. Discussion and Conclusion Managers said that to improve SQ is important to generate a conceptual model of the construction project. They emphasize on establishing constructions that are useful, that are friendly to the environment, that have a sustainability approach; that have a purpose; and that the subsequent maintenance of the construction project is the least possible (Alshihre et al., 2020; A. Prakash & Phadtare, 2018). In addition, the technical specifications related to legal fulfilment is necessary in each context. Thus, some points to analyse about the managers' approach is the establishment of plus activities that generate greater customer satisfaction and training processes for operational people (bricklayers, and masons) (Aliakbarlou et al., 2018; Aluko et al., 2021) and organizations could generate AM and internal change for the contribution to their sustainable development. Bellow important discussions and conclusions are presented in relation to answer in a complementary way the specific objective 1 “To determine the characteristics within the organization that are considered to provide service quality, and in what way those characteristics are related to changes in products and services”. Also, to respond to the specific objective 2 “To identify the adaptation mechanisms and internal change that organizations use to guarantee service quality in a dynamic and turbulent environment”; and the specific objective 3 “To identify the procedures that organizations can use to measure their performance in a dynamic and turbulent environment”. 5.6.1. Managers Perceptions For the twelve managers interviewed their construction projects were associated with government specifications, especially to legal requirements (Dewick & Foster, 2018; Siriwardena, 2015). The interaction process between managers and customers within the CS, the customers’ requirements definition and their translation in technical specification represent an improvement opportunity (Aliakbarlou et al., 2018; Parasuraman et al., 1988). On the one hand, managers consider that change in lifestyles is always a problem for customers. Understanding different ways of living in space, detachment from the vehicle, considering green areas, always represents a sacrifice on the part of customers (Schmidt et al., 2016; Yang et al., 2021). In addition, a rigid view of the customer in the interaction process to requirements definition could generate problems in the construction projects in the future (Palominos et al., 2019). On the other hand, customers complain at the time of the meetings of the co-owners and with their neighbours for the control execution of the work. This is related to the fulfilment of the established specifications. The public part has its regulations that are sometimes not correct. Thus, this could Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 129 generate conflicts between the customers’ view and the legal view according to the managers’ perception (Aluko et al., 2021; Liu et al., 2021). Managers could not propose services in a construction project in the government institutions because many projects were standardized at the national level, and it was planned that way. In this case the legal requirements represented great constraints for the fulfilment of customers’ requirements. Thus, customers’ satisfaction was affected, and the customers adapt their expectations to the standard project. The standardization is important to reduce variability and construction waste but; however, customers’ needs represent the most important variable to consider if the customers satisfaction is the priority (Aliakbarlou et al., 2018; Yang et al., 2021). 5.6.2. Service Quality Definitions Important aspects about experience on construction projects were presented from managers interviewed. For managers the requirements fulfilment, treating each project as a personalized way, applying technical regulations, municipal ordinances, managing normative labours laws, the sustainable construction, and others, represent important variables to define SQ. In addition, the establishment of constructions that are useful, that are versatile, that are friendly with the environment could be considered to define SQ (Dewick & Foster, 2018; Oyeyipo et al., 2020; Yang et al., 2021). The standardization of construction projects could help organizations within the CS in resource optimization and the reduction of waste; however, it does not help to adapt the customers’ requirements. Therefore, it is important to find a balance between them considering that request for changes is a constant reality (Aliakbarlou et al., 2018). The results favoured the approach that "constructed project maintenance tends to zero". This represents an important resource optimization approach because the architectural plans, the design, the aesthetic, the finishes established, and the materials should be considered in that approach. Therefore, sustainable and resilient construction projects could help to achieve this goal (BarragánLandy et al., 2020; Klosova & Kozlovská, 2020; Siriwardena, 2015). Also, it is necessary that each project be handled in a personalized way and highlight details that can be offered as a bonus item. Thus, SQ is also defined related to achieving the customers satisfaction through the offers of attractive attributes in a construction project (Aluko et al., 2021; Kano et al., 1984; Palominos et al., 2019). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 130 5.6.3. Service Quality Characteristics Diverse and different criteria were analysed from the managers’ perspective about the characteristics which contribute to generate a SQ. The SQ characteristics which contribute to the customers satisfaction could be the integrity in the execution of the work, a good requirements management, a work team developed, experience, adaptability, and proactive action. In addition, incorporate a project customization process is very important for the managers to resolve problems (Czajkowska A & Kadłubek M, 2015)(Czajkowska A & Kadłubek M, 2015). The requirements management is important while it is in the preliminary draft of the construction project because it is possible to work around the customers. Then once it is approved it is more difficult to change; thus, it is vital to define the customers’ requirements very clearly (Yang et al., 2021). The dynamic requirements which change in the construction process have some particularities because dynamic attributes affect costs and delivery time of the work. The dynamic requirements are presented related with customers likes and for the trends in design materials and the constructions finishes. Therefore, to develop a great requirements management is the key related to manage the changes and balance them (Barros et al., 2020; Bertelsen, 2003a; César Camisón & Puig-Denia, 2016; Onubi et al., 2020). 5.6.4. Performance Measurement in Dynamic and Turbulent Environments Aspects and procedures for measuring the organizational performance were presented from the managers’ perceptions. PM is an important process of quantifying effectiveness and efficiency of the construction projects (Barros et al., 2020; Neely et al., 1995). The PM within the CS is complex; however, analysing group work and outcomes could help improve organizational performance in DTEs (Umit S Bititci et al., 2000). Also, it is important to know the customers’ need in detail and to define flexible and adaptation strategies for each customer and a personalized project (project customization) (Weigel & Hadwich, 2018; W. Zhang & Banerji, 2017). The PM should help organizations to discover improvement opportunities. DTEs represent the reality context. VUCA (volatility, uncertainty, complexity and ambiguity) in the environment are transforming to the organizations (Mack, O., Khare, A., Kramer, A., & Burgartz, 2015; Millar et al., 2018). Thus, possible procedures to measure organizational performance in DTEs were presented. To establish agile planning processes could help improve the performance. It is related to the planning outcomes that can be measured to improve SQ (Izogo & Ogba, 2015b; Yang et al., 2021). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 131 In addition, the high budget measured in a construction project needs more attention in detail in DTEs. Also, the indicators validation process in DTEs could help too. Therefore, the planning is important but it is necessary to incorporate an agile, flexible and resilient approach (Coute et al., 2017). The agile decision-making process during the construction process with permanent feedback could help to measure the performance (P. J. Forsythe, 2012; Perry Forsythe, 2015). The use of technological tools should help to know in real time the situation of a work for the decision-making in DTEs (Aluko et al., 2021; Perry Forsythe, 2016). Finally, the construction goals definition related to measure the work process with a specific deadline could help to improve SQ in DTEs. It is related with the outcomes. Also, it could be complemented with a visual management process oriented to improve the customers’ satisfaction (Aliakbarlou et al., 2018; Omonori & Lawal, 2014). 5.6.5. Dynamic Capabilities from Managers’ Perceptions and Business Model Adaptations A Business Model (BM) considered as a systemic and conceptually rich construct, involving multiple components, and complex interdependencies and dynamics needs permanent adaptation process to face DTEs (Fagerberg & Mowery, 2009). Thus, Business Model Reconfiguration (BMR) could help in this situation, because BMR capture the phenomena by which managers reconfigure organizational resources to change an existing BM (Fagerberg & Mowery, 2009). BMR is important in DTEs. On the one hand, the results from managers’ perception were presented with important adaptation processes. Thus, BMR could use the technological tools and skills of the employees to adapt an BM (Ademi et al., 2021; Wang et al., 2017). Also, project management with a contingency plan could contribute to face DTEs. On the other hand, systemic thinking with teamwork and emotional intelligence could contribute to adapt the BM to face DTEs through a service innovation process (Barbosa et al., 2018). Service innovation is an innovation process which enables organizations to reduce the distance from customers (Rew et al., 2018). Also, it represents an important challenge within the servitization process (Weigel & Hadwich, 2018; W. Zhang & Banerji, 2017) because when the environment changes constantly, organizations need to generate a dynamic organizational structure. Therefore, the BM could have permanent adaptations which allows innovations or changes in the business model to adapt to Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 132 the customer’s changing needs (Ademi et al., 2021; Hacklin et al., 2018). In summary, it is necessary to generate in the organizations within the CS an agile BMR to face DTEs. The organizational responsiveness could be considered as an important key strategy to face DTEs. DC are the skills to integrate, build, and reconfigure internal and external competences to address rapidly changing environments (Schoemaker et al., 2018). Thus, DC represent an important topic to be considered to manage DTEs in the organizations. Strategies were presented for deep study and from an overview approach. On the one hand, proactivity and open mind, and multifunctional skills could orient to transform the BM to face DTEs (Cosenz & Noto, 2018; Teece, 2018). On the other hand, systemic thinking and build speed attitude of employees in the work progress could represent important skills for further study. Thus, DC could help organizational sustainability and resilience (Coute et al., 2017; Jin et al., 2017). 5.6.6. Service Quality Dimensions Evaluation Managers’ considerer that the traditional SQD “reliability” is the most important one. It is in relation to the ability to perform the service in a careful and reliable manner in general consistency of performance and dependability (Barragán-Landy et al., 2020; Barros et al., 2020). Thus, for managers is important to generate customers trust about the service and product in the construction project (Aliakbarlou et al., 2018; Yang et al., 2021). Next, responsiveness, assurance, empathy, and design represent traditional SQD to considerer, because agile work, the domains of the knowledge of work, the personalized attention with kindness and courtesy, and the architectural plans with an integral design could help to improve customers’ satisfaction (Juan et al., 2014; Weigel & Hadwich, 2018). 5.6.7. Service Quality Dimensions and Adaptations Mechanisms identified from the Managers’ Perspective The results showed in the previous sections present new SQD from the managers’ perspective. They depend on some situations and the environment: (i) planning to reduce waste related to the organization, the planning and the prevention actions oriented to reduce the variability and lack of financing sources to regulate the continuity of the work; (ii) project monitoring, in relation to establishing a control process; and (iii) deeper socialization of technical aspects to guarantee the service and product quality. Thus, for managers it is important to establish the project, the follow up and the Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 133 communication process during all the construction phases to offer SQ (Aliakbarlou et al., 2018; Alshihre et al., 2020). AM considered as plans or strategies could help organizations develop their adaptable capacity; and to generate an internal change to improve the quality requirements and to provide a service and product quality (Perry Forsythe, 2016). The results of AM from the managers’ perspective showed in the subsection 5.3.4. present diverse interpretation from several situations, events, and contexts (Frynas et al., 2018). Thus, the AM: integral training, saved budget, paradigm change, management system, work team, permanent feedback, versatile construction project, innovation processes, service approach and formal approbation, represent important strategies to generate internal change and to generate a preventive culture to establish DC in the employees (Schoemaker et al., 2018; Teece, 2018). The adaptation process is generated to improve the dynamic capabilities of the teamwork and to improve the flexibility of the internal organizational ecosystem (Taheri et al., 2019; Teece, 2018). Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 236 Annex 11: Data on Adaptation Mechanisms perceptions between customers and managers Customers' perceptions (CP) on AM01 Managers' perceptions (MP) on AM01 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 5 50 9 99 10 148 8 197 0 246 9 1 10 50 9 99 8 148 1 197 9 2 8 51 3 100 6 149 9 198 10 247 10 2 10 51 9 100 8 149 5 198 8 3 7 52 7 101 8 150 9 199 9 248 6 3 10 52 9 101 9 150 6 199 10 4 7 53 7 102 7 151 6 200 10 249 7 4 5 53 9 102 8 151 8 200 10 5 9 54 5 103 8 152 6 201 10 250 8 5 9 54 10 103 8 152 10 201 6 6 6 55 5 104 7 153 10 202 8 251 10 6 8 55 9 104 7 153 10 202 1 7 10 56 4 105 8 154 10 203 9 252 9 7 8 56 9 105 5 154 10 203 3 8 8 57 5 106 8 155 10 204 10 253 10 8 10 57 8 106 10 155 8 204 10 9 6 58 10 107 7 156 7 205 9 254 10 9 8 58 9 107 9 156 8 205 5 10 6 59 9 108 7 157 4 206 6 255 7 10 8 59 5 108 10 157 10 206 10 11 6 60 10 109 8 158 8 207 10 256 10 11 5 60 8 109 5 158 9 207 5 12 7 61 6 110 8 159 9 208 10 257 8 12 8 61 8 110 8 159 10 208 9 13 10 62 10 111 7 160 9 209 9 258 9 13 10 62 10 111 10 160 7 209 10 14 10 63 8 112 9 161 8 210 10 259 10 14 9 63 5 112 10 161 8 210 8 15 9 64 8 113 8 162 8 211 10 260 6 15 10 64 7 113 10 162 10 211 8 16 7 65 9 114 0 163 9 212 7 261 8 16 10 65 9 114 6 163 10 212 10 17 4 66 9 115 1 164 10 213 10 262 8 17 10 66 10 115 10 164 8 213 8 18 10 67 8 116 9 165 7 214 10 263 10 18 10 67 7 116 10 165 6 214 8 19 5 68 10 117 9 166 8 215 9 264 7 19 10 68 10 117 6 166 9 215 9 20 10 69 9 118 10 167 10 216 10 265 9 20 9 69 9 118 10 167 9 216 4 21 8 70 9 119 3 168 10 217 7 266 10 21 8 70 5 119 8 168 8 217 8 22 10 71 10 120 7 169 10 218 9 267 8 22 9 71 6 120 10 169 5 218 7 23 10 72 10 121 10 170 3 219 7 268 5 23 7 72 6 121 7 170 10 219 10 24 8 73 9 122 8 171 10 220 10 269 10 24 10 73 8 122 5 171 9 220 4 25 9 74 9 123 9 172 9 221 9 270 10 25 10 74 10 123 6 172 8 221 9 26 9 75 9 124 8 173 10 222 0 271 6 26 9 75 8 124 6 173 5 222 7 27 6 76 8 125 10 174 8 223 10 272 6 27 9 76 10 125 8 174 8 223 10 28 6 77 10 126 6 175 9 224 10 273 8 28 10 77 10 126 6 175 10 224 8 29 10 78 9 127 8 176 5 225 5 29 8 78 8 127 8 176 5 225 9 30 7 79 10 128 9 177 10 226 1 30 9 79 8 128 10 177 8 226 8 31 7 80 10 129 6 178 9 227 10 31 8 80 8 129 10 178 8 227 9 32 9 81 10 130 10 179 10 228 9 32 9 81 8 130 7 179 8 228 9 33 8 82 10 131 4 180 10 229 9 33 8 82 9 131 2 180 6 229 10 34 7 83 10 132 3 181 9 230 8 34 10 83 10 132 10 181 7 230 10 35 9 84 9 133 7 182 10 231 10 35 10 84 10 133 8 182 10 36 8 85 10 134 10 183 8 232 10 36 8 85 9 134 10 183 9 37 10 86 2 135 8 184 10 233 10 37 8 86 10 135 8 184 10 38 7 87 10 136 9 185 9 234 9 38 9 87 9 136 10 185 10 39 7 88 9 137 9 186 10 235 10 39 7 88 10 137 8 186 8 40 0 89 10 138 5 187 6 236 10 40 7 89 8 138 7 187 10 41 10 90 9 139 9 188 10 237 10 41 8 90 9 139 9 188 10 42 8 91 2 140 10 189 10 238 6 42 10 91 8 140 5 189 8 43 7 92 8 141 7 190 6 239 8 43 9 92 1 141 10 190 10 44 10 93 7 142 9 191 10 240 9 44 7 93 8 142 1 191 10 45 10 94 8 143 8 192 10 241 10 45 9 94 9 143 10 192 8 46 7 95 10 144 8 193 8 242 9 46 10 95 9 144 9 193 9 47 8 96 4 145 9 194 7 243 5 47 9 96 10 145 10 194 10 48 7 97 8 146 10 195 6 244 10 48 9 97 10 146 9 195 10 49 7 98 9 147 10 196 9 245 10 49 9 98 10 147 9 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 237 Customers' perceptions (CP) on AM02 Managers' perceptions (MP) on AM02 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 7 50 9 99 10 148 8 197 0 246 10 1 9 50 9 99 9 148 4 197 9 2 8 51 5 100 1 149 10 198 9 247 10 2 10 51 8 100 6 149 5 198 10 3 10 52 10 101 7 150 10 199 10 248 5 3 10 52 7 101 9 150 6 199 9 4 7 53 7 102 6 151 9 200 10 249 7 4 6 53 6 102 9 151 8 200 10 5 9 54 10 103 7 152 8 201 10 250 8 5 8 54 9 103 10 152 10 201 7 6 7 55 10 104 8 153 10 202 7 251 10 6 8 55 10 104 8 153 10 202 5 7 10 56 10 105 10 154 7 203 9 252 9 7 9 56 9 105 8 154 9 203 2 8 9 57 10 106 10 155 10 204 10 253 10 8 10 57 7 106 10 155 9 204 7 9 6 58 10 107 8 156 10 205 9 254 9 9 9 58 9 107 9 156 10 205 5 10 6 59 10 108 10 157 7 206 6 255 7 10 9 59 9 108 10 157 10 206 10 11 7 60 9 109 6 158 8 207 6 256 10 11 7 60 6 109 6 158 9 207 8 12 8 61 7 110 8 159 8 208 10 257 8 12 8 61 9 110 8 159 7 208 10 13 10 62 9 111 10 160 9 209 8 258 9 13 10 62 10 111 6 160 9 209 10 14 10 63 7 112 10 161 8 210 8 259 0 14 9 63 5 112 10 161 8 210 6 15 9 64 7 113 9 162 9 211 10 260 10 15 9 64 10 113 6 162 10 211 1 16 3 65 8 114 0 163 9 212 7 261 8 16 10 65 9 114 2 163 10 212 10 17 4 66 10 115 1 164 10 213 10 262 7 17 10 66 10 115 10 164 10 213 10 18 7 67 8 116 8 165 8 214 10 263 10 18 10 67 8 116 10 165 6 214 9 19 5 68 8 117 10 166 7 215 10 264 7 19 9 68 10 117 7 166 6 215 9 20 10 69 9 118 9 167 10 216 10 265 8 20 8 69 10 118 9 167 7 216 8 21 9 70 9 119 4 168 10 217 8 266 10 21 8 70 6 119 8 168 6 217 9 22 10 71 10 120 0 169 10 218 9 267 9 22 8 71 6 120 9 169 3 218 6 23 10 72 9 121 10 170 6 219 6 268 7 23 7 72 7 121 5 170 10 219 10 24 10 73 8 122 7 171 10 220 10 269 8 24 8 73 10 122 6 171 10 220 9 25 9 74 9 123 8 172 10 221 10 270 9 25 10 74 10 123 7 172 10 221 9 26 10 75 9 124 7 173 8 222 7 271 6 26 9 75 9 124 7 173 8 222 10 27 2 76 10 125 10 174 9 223 8 272 7 27 10 76 10 125 5 174 10 223 10 28 6 77 10 126 9 175 10 224 10 273 8 28 10 77 10 126 5 175 10 224 7 29 10 78 8 127 0 176 4 225 0 29 10 78 7 127 4 176 8 225 9 30 9 79 10 128 10 177 10 226 9 30 9 79 7 128 9 177 8 226 10 31 7 80 10 129 10 178 8 227 8 31 8 80 9 129 10 178 7 227 9 32 9 81 10 130 9 179 10 228 8 32 10 81 10 130 9 179 9 228 8 33 9 82 10 131 9 180 9 229 10 33 8 82 10 131 4 180 6 229 9 34 7 83 10 132 9 181 9 230 7 34 10 83 10 132 9 181 10 230 10 35 9 84 10 133 9 182 10 231 8 35 7 84 10 133 9 182 10 36 10 85 10 134 10 183 7 232 10 36 7 85 7 134 9 183 8 37 10 86 3 135 5 184 10 233 10 37 10 86 10 135 10 184 10 38 7 87 8 136 6 185 8 234 10 38 9 87 9 136 8 185 10 39 9 88 10 137 10 186 10 235 10 39 7 88 8 137 10 186 6 40 7 89 10 138 10 187 7 236 9 40 7 89 9 138 4 187 10 41 10 90 9 139 7 188 10 237 10 41 9 90 9 139 9 188 9 42 9 91 3 140 10 189 10 238 5 42 9 91 6 140 6 189 8 43 5 92 8 141 7 190 7 239 8 43 8 92 1 141 10 190 10 44 10 93 9 142 6 191 10 240 9 44 8 93 9 142 10 191 6 45 10 94 9 143 9 192 10 241 10 45 8 94 9 143 7 192 10 46 5 95 10 144 10 193 8 242 9 46 8 95 10 144 8 193 10 47 9 96 4 145 9 194 7 243 7 47 8 96 8 145 10 194 10 48 8 97 9 146 10 195 8 244 5 48 7 97 6 146 9 195 7 49 5 98 8 147 9 196 5 245 10 49 6 98 10 147 0 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 238 Customers' perceptions (CP) on AM03 Managers' perceptions (MP) on AM03 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 4 50 8 99 10 148 8 197 0 246 8 1 9 50 9 99 10 148 0 197 9 2 9 51 6 100 6 149 10 198 8 247 10 2 9 51 7 100 8 149 7 198 5 3 9 52 0 101 7 150 7 199 9 248 5 3 9 52 7 101 10 150 7 199 9 4 7 53 0 102 3 151 8 200 7 249 9 4 6 53 6 102 10 151 6 200 10 5 6 54 4 103 8 152 5 201 10 250 8 5 5 54 7 103 9 152 10 201 5 6 7 55 0 104 7 153 10 202 8 251 5 6 10 55 7 104 7 153 10 202 2 7 10 56 0 105 0 154 10 203 9 252 9 7 9 56 10 105 5 154 8 203 2 8 0 57 1 106 1 155 9 204 10 253 10 8 10 57 0 106 10 155 8 204 0 9 6 58 0 107 7 156 6 205 0 254 10 9 9 58 7 107 8 156 7 205 3 10 8 59 1 108 1 157 6 206 6 255 7 10 9 59 8 108 9 157 0 206 10 11 7 60 9 109 4 158 9 207 8 256 10 11 4 60 6 109 6 158 9 207 2 12 8 61 7 110 7 159 7 208 9 257 5 12 9 61 9 110 8 159 7 208 8 13 9 62 1 111 8 160 9 209 10 258 9 13 5 62 10 111 4 160 7 209 10 14 10 63 9 112 9 161 9 210 0 259 0 14 10 63 5 112 10 161 8 210 7 15 9 64 8 113 8 162 7 211 10 260 5 15 9 64 8 113 9 162 9 211 5 16 6 65 8 114 0 163 8 212 8 261 10 16 10 65 10 114 5 163 10 212 6 17 4 66 9 115 1 164 10 213 8 262 9 17 10 66 10 115 10 164 10 213 10 18 8 67 9 116 7 165 6 214 7 263 10 18 9 67 9 116 10 165 7 214 10 19 5 68 9 117 10 166 7 215 10 264 8 19 9 68 10 117 7 166 10 215 9 20 10 69 8 118 9 167 10 216 9 265 10 20 6 69 8 118 9 167 7 216 7 21 8 70 8 119 4 168 10 217 8 266 10 21 7 70 7 119 8 168 8 217 7 22 7 71 10 120 7 169 9 218 10 267 8 22 8 71 7 120 10 169 1 218 6 23 10 72 9 121 10 170 4 219 7 268 6 23 8 72 7 121 7 170 7 219 10 24 7 73 6 122 6 171 10 220 10 269 6 24 10 73 7 122 9 171 9 220 3 25 9 74 10 123 9 172 8 221 9 270 9 25 10 74 8 123 6 172 8 221 10 26 7 75 9 124 7 173 10 222 10 271 6 26 6 75 8 124 5 173 0 222 7 27 7 76 10 125 9 174 0 223 0 272 7 27 10 76 10 125 0 174 9 223 10 28 6 77 9 126 10 175 10 224 10 273 8 28 10 77 10 126 6 175 10 224 8 29 10 78 9 127 10 176 4 225 0 29 6 78 8 127 0 176 6 225 8 30 8 79 10 128 5 177 10 226 6 30 8 79 9 128 9 177 8 226 9 31 6 80 10 129 5 178 8 227 8 31 8 80 8 129 9 178 6 227 8 32 9 81 10 130 6 179 10 228 9 32 9 81 10 130 9 179 8 228 9 33 8 82 10 131 5 180 10 229 9 33 9 82 8 131 6 180 5 229 5 34 8 83 9 132 4 181 9 230 10 34 7 83 10 132 9 181 6 230 10 35 8 84 10 133 4 182 10 231 10 35 10 84 0 133 8 182 10 36 9 85 9 134 8 183 6 232 7 36 0 85 7 134 9 183 7 37 8 86 2 135 5 184 10 233 10 37 8 86 10 135 10 184 8 38 8 87 9 136 8 185 7 234 8 38 8 87 9 136 9 185 8 39 8 88 10 137 6 186 7 235 9 39 0 88 8 137 8 186 9 40 0 89 8 138 4 187 6 236 9 40 3 89 7 138 2 187 9 41 0 90 9 139 9 188 10 237 9 41 8 90 8 139 9 188 9 42 9 91 4 140 9 189 0 238 5 42 10 91 7 140 7 189 9 43 8 92 7 141 7 190 7 239 8 43 10 92 1 141 10 190 10 44 9 93 8 142 4 191 8 240 9 44 10 93 8 142 8 191 10 45 10 94 9 143 7 192 0 241 9 45 10 94 9 143 7 192 8 46 8 95 10 144 4 193 7 242 8 46 10 95 10 144 7 193 9 47 8 96 4 145 8 194 7 243 7 47 10 96 9 145 10 194 10 48 5 97 8 146 9 195 8 244 2 48 9 97 8 146 7 195 5 49 7 98 7 147 8 196 5 245 8 49 10 98 0 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 239 Customers' perceptions (CP) on AM4 Managers' perceptions (MP) on AM04 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 5 50 8 99 10 148 10 197 1 246 10 1 9 50 9 99 10 148 7 197 9 2 7 51 5 100 8 149 10 198 10 247 10 2 10 51 7 100 8 149 6 198 0 3 9 52 0 101 6 150 9 199 9 248 6 3 10 52 7 101 9 150 10 199 8 4 8 53 6 102 7 151 8 200 8 249 8 4 6 53 8 102 9 151 6 200 10 5 7 54 7 103 7 152 7 201 10 250 7 5 9 54 7 103 9 152 10 201 6 6 7 55 7 104 8 153 10 202 10 251 10 6 7 55 10 104 7 153 10 202 2 7 10 56 0 105 8 154 7 203 9 252 9 7 9 56 8 105 6 154 8 203 4 8 8 57 1 106 8 155 10 204 10 253 10 8 10 57 6 106 10 155 8 204 5 9 6 58 9 107 8 156 7 205 0 254 9 9 9 58 8 107 8 156 8 205 5 10 7 59 9 108 8 157 7 206 6 255 7 10 9 59 9 108 9 157 6 206 10 11 7 60 9 109 8 158 8 207 7 256 10 11 6 60 10 109 5 158 8 207 3 12 7 61 6 110 9 159 8 208 9 257 8 12 9 61 9 110 8 159 8 208 8 13 9 62 9 111 8 160 10 209 9 258 8 13 10 62 10 111 8 160 8 209 10 14 9 63 8 112 10 161 6 210 10 259 10 14 10 63 6 112 10 161 8 210 6 15 7 64 8 113 9 162 8 211 10 260 6 15 10 64 10 113 9 162 10 211 9 16 4 65 8 114 0 163 9 212 8 261 8 16 10 65 10 114 5 163 10 212 7 17 4 66 8 115 1 164 10 213 10 262 9 17 10 66 10 115 10 164 10 213 10 18 7 67 8 116 9 165 9 214 10 263 10 18 9 67 8 116 8 165 8 214 10 19 6 68 9 117 10 166 8 215 10 264 6 19 10 68 10 117 6 166 5 215 9 20 10 69 8 118 9 167 10 216 10 265 10 20 9 69 8 118 10 167 9 216 6 21 9 70 9 119 4 168 10 217 7 266 10 21 8 70 7 119 9 168 9 217 8 22 10 71 10 120 9 169 8 218 9 267 8 22 7 71 6 120 8 169 4 218 7 23 10 72 10 121 10 170 3 219 9 268 6 23 9 72 7 121 5 170 10 219 10 24 7 73 8 122 8 171 10 220 10 269 4 24 9 73 7 122 8 171 9 220 5 25 9 74 10 123 8 172 9 221 9 270 8 25 9 74 8 123 6 172 9 221 9 26 8 75 9 124 7 173 10 222 8 271 8 26 8 75 10 124 8 173 5 222 10 27 4 76 10 125 9 174 8 223 10 272 7 27 10 76 10 125 0 174 7 223 10 28 7 77 8 126 9 175 10 224 10 273 8 28 10 77 10 126 7 175 10 224 9 29 10 78 9 127 10 176 4 225 0 29 7 78 7 127 9 176 9 225 9 30 9 79 10 128 5 177 10 226 10 30 9 79 6 128 9 177 7 226 8 31 8 80 10 129 4 178 10 227 10 31 9 80 9 129 9 178 6 227 9 32 9 81 10 130 4 179 10 228 8 32 9 81 10 130 7 179 7 228 9 33 8 82 10 131 8 180 9 229 9 33 7 82 9 131 6 180 7 229 7 34 7 83 9 132 8 181 7 230 10 34 10 83 10 132 10 181 10 230 10 35 8 84 10 133 9 182 10 231 10 35 8 84 10 133 6 182 10 36 6 85 10 134 8 183 6 232 10 36 8 85 8 134 10 183 10 37 9 86 5 135 7 184 9 233 10 37 9 86 10 135 10 184 8 38 7 87 9 136 6 185 8 234 10 38 9 87 9 136 10 185 10 39 9 88 10 137 6 186 8 235 8 39 7 88 10 137 9 186 7 40 4 89 9 138 3 187 5 236 10 40 4 89 8 138 5 187 9 41 10 90 8 139 9 188 10 237 10 41 9 90 9 139 10 188 10 42 9 91 3 140 8 189 10 238 4 42 9 91 7 140 6 189 9 43 6 92 7 141 7 190 7 239 8 43 7 92 5 141 10 190 10 44 10 93 9 142 4 191 8 240 10 44 9 93 8 142 7 191 10 45 9 94 8 143 6 192 7 241 10 45 7 94 9 143 10 192 9 46 6 95 10 144 8 193 9 242 9 46 8 95 10 144 10 193 9 47 9 96 4 145 7 194 7 243 7 47 9 96 9 145 10 194 10 48 8 97 8 146 10 195 9 244 6 48 8 97 8 146 9 195 9 49 5 98 9 147 8 196 8 245 8 49 6 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 240 Customers' perceptions (CP) on AM5 Managers' perceptions (MP) on AM05 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 6 50 9 99 10 148 9 197 0 246 10 1 9 50 9 99 10 148 6 197 9 2 9 51 7 100 9 149 9 198 10 247 10 2 10 51 9 100 8 149 8 198 2 3 10 52 7 101 7 150 7 199 10 248 7 3 10 52 9 101 9 150 10 199 10 4 5 53 6 102 7 151 8 200 9 249 7 4 6 53 10 102 9 151 7 200 10 5 9 54 10 103 9 152 9 201 10 250 7 5 8 54 10 103 10 152 10 201 6 6 7 55 9 104 6 153 10 202 10 251 10 6 10 55 4 104 7 153 10 202 5 7 10 56 5 105 10 154 8 203 9 252 10 7 9 56 9 105 7 154 9 203 2 8 8 57 5 106 8 155 10 204 10 253 10 8 10 57 8 106 10 155 10 204 10 9 7 58 9 107 8 156 10 205 10 254 10 9 9 58 9 107 10 156 8 205 7 10 8 59 8 108 8 157 6 206 6 255 7 10 9 59 9 108 8 157 10 206 9 11 8 60 10 109 7 158 9 207 10 256 9 11 6 60 10 109 6 158 9 207 6 12 10 61 8 110 7 159 7 208 9 257 9 12 9 61 9 110 10 159 8 208 8 13 10 62 10 111 6 160 10 209 8 258 9 13 10 62 10 111 10 160 9 209 10 14 10 63 7 112 9 161 10 210 10 259 10 14 10 63 6 112 10 161 8 210 8 15 8 64 8 113 8 162 8 211 10 260 7 15 10 64 10 113 10 162 10 211 10 16 6 65 9 114 0 163 9 212 8 261 7 16 8 65 10 114 5 163 10 212 10 17 4 66 9 115 1 164 10 213 10 262 9 17 10 66 10 115 10 164 10 213 9 18 7 67 9 116 10 165 6 214 10 263 8 18 9 67 7 116 10 165 5 214 10 19 6 68 10 117 10 166 9 215 10 264 9 19 9 68 10 117 6 166 10 215 9 20 10 69 10 118 9 167 10 216 10 265 10 20 8 69 7 118 10 167 9 216 8 21 9 70 9 119 3 168 10 217 9 266 10 21 7 70 8 119 8 168 8 217 9 22 10 71 10 120 8 169 9 218 9 267 9 22 8 71 6 120 9 169 7 218 7 23 10 72 10 121 10 170 6 219 7 268 6 23 5 72 7 121 8 170 10 219 10 24 9 73 7 122 9 171 10 220 10 269 9 24 9 73 8 122 9 171 9 220 4 25 10 74 8 123 7 172 10 221 10 270 8 25 10 74 8 123 8 172 10 221 8 26 10 75 9 124 6 173 10 222 8 271 7 26 8 75 9 124 10 173 8 222 7 27 8 76 8 125 9 174 10 223 0 272 5 27 9 76 10 125 10 174 6 223 10 28 6 77 10 126 8 175 10 224 10 273 8 28 10 77 10 126 9 175 10 224 10 29 10 78 9 127 8 176 4 225 10 29 10 78 8 127 8 176 6 225 9 30 10 79 10 128 5 177 10 226 10 30 8 79 9 128 9 177 9 226 8 31 10 80 10 129 6 178 10 227 10 31 9 80 6 129 9 178 6 227 10 32 9 81 10 130 4 179 9 228 8 32 10 81 9 130 7 179 10 228 10 33 8 82 10 131 2 180 9 229 9 33 10 82 10 131 8 180 6 229 10 34 8 83 9 132 3 181 8 230 10 34 10 83 10 132 9 181 8 230 10 35 8 84 10 133 3 182 10 231 10 35 10 84 10 133 7 182 10 36 10 85 10 134 7 183 4 232 8 36 7 85 8 134 10 183 10 37 10 86 6 135 4 184 10 233 10 37 10 86 10 135 10 184 10 38 8 87 10 136 4 185 10 234 9 38 8 87 10 136 10 185 10 39 10 88 10 137 4 186 8 235 9 39 7 88 10 137 8 186 9 40 7 89 10 138 3 187 8 236 10 40 7 89 10 138 4 187 8 41 10 90 9 139 7 188 10 237 10 41 8 90 10 139 10 188 10 42 9 91 3 140 10 189 9 238 8 42 9 91 9 140 7 189 9 43 8 92 8 141 7 190 6 239 8 43 8 92 2 141 10 190 10 44 10 93 7 142 6 191 9 240 10 44 8 93 10 142 8 191 10 45 10 94 9 143 5 192 10 241 10 45 9 94 9 143 9 192 10 46 8 95 10 144 7 193 9 242 9 46 10 95 10 144 10 193 10 47 9 96 4 145 7 194 7 243 7 47 8 96 8 145 10 194 10 48 8 97 8 146 10 195 6 244 9 48 9 97 10 146 8 195 10 49 7 98 10 147 10 196 5 245 10 49 9 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 241 Customers' perceptions (CP) on AM6 Managers' perceptions (MP) on AM06 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 4 50 9 99 10 148 8 197 0 246 10 1 9 50 9 99 10 148 7 197 9 2 9 51 7 100 7 149 9 198 10 247 10 2 9 51 9 100 8 149 6 198 8 3 9 52 7 101 6 150 8 199 10 248 6 3 10 52 8 101 8 150 7 199 10 4 5 53 6 102 8 151 5 200 10 249 8 4 5 53 8 102 10 151 7 200 10 5 9 54 10 103 7 152 7 201 10 250 9 5 8 54 8 103 10 152 10 201 6 6 7 55 8 104 7 153 10 202 10 251 10 6 8 55 9 104 6 153 10 202 1 7 10 56 10 105 7 154 8 203 9 252 10 7 8 56 10 105 6 154 9 203 3 8 7 57 4 106 7 155 10 204 10 253 10 8 10 57 4 106 10 155 10 204 10 9 6 58 10 107 7 156 10 205 10 254 10 9 8 58 8 107 10 156 10 205 7 10 6 59 8 108 9 157 6 206 6 255 6 10 8 59 8 108 10 157 10 206 10 11 8 60 9 109 8 158 7 207 10 256 9 11 6 60 4 109 6 158 9 207 1 12 9 61 6 110 8 159 8 208 9 257 10 12 10 61 8 110 8 159 10 208 9 13 10 62 8 111 7 160 9 209 10 258 9 13 10 62 9 111 9 160 8 209 10 14 10 63 8 112 10 161 9 210 10 259 10 14 10 63 5 112 9 161 8 210 8 15 8 64 7 113 8 162 9 211 10 260 7 15 10 64 10 113 9 162 10 211 10 16 5 65 9 114 0 163 8 212 8 261 9 16 8 65 10 114 6 163 10 212 10 17 4 66 9 115 1 164 10 213 10 262 9 17 10 66 10 115 10 164 9 213 10 18 10 67 9 116 9 165 6 214 10 263 10 18 10 67 7 116 8 165 7 214 8 19 6 68 10 117 10 166 9 215 10 264 6 19 9 68 10 117 6 166 8 215 9 20 10 69 9 118 9 167 10 216 10 265 10 20 6 69 8 118 10 167 9 216 7 21 9 70 10 119 3 168 10 217 3 266 10 21 8 70 8 119 8 168 7 217 9 22 10 71 10 120 9 169 10 218 9 267 9 22 6 71 6 120 9 169 2 218 7 23 10 72 9 121 10 170 4 219 7 268 6 23 10 72 7 121 8 170 10 219 10 24 8 73 8 122 8 171 10 220 10 269 0 24 10 73 8 122 6 171 10 220 3 25 10 74 9 123 7 172 8 221 10 270 8 25 9 74 8 123 8 172 9 221 9 26 9 75 9 124 6 173 10 222 7 271 7 26 7 75 10 124 6 173 8 222 7 27 4 76 8 125 9 174 7 223 10 272 6 27 9 76 10 125 7 174 5 223 10 28 6 77 9 126 10 175 10 224 10 273 8 28 10 77 9 126 8 175 10 224 9 29 10 78 8 127 8 176 3 225 10 29 10 78 8 127 4 176 6 225 9 30 9 79 10 128 8 177 10 226 9 30 9 79 7 128 9 177 9 226 8 31 9 80 10 129 6 178 10 227 10 31 8 80 8 129 9 178 9 227 10 32 9 81 10 130 6 179 10 228 8 32 9 81 9 130 8 179 9 228 9 33 8 82 10 131 8 180 10 229 9 33 10 82 9 131 8 180 4 229 8 34 6 83 10 132 8 181 8 230 9 34 10 83 10 132 8 181 7 230 10 35 9 84 10 133 9 182 10 231 10 35 10 84 9 133 5 182 10 36 6 85 10 134 10 183 8 232 10 36 7 85 7 134 10 183 8 37 10 86 5 135 8 184 8 233 10 37 8 86 10 135 9 184 10 38 8 87 10 136 6 185 9 234 10 38 9 87 9 136 8 185 10 39 9 88 10 137 8 186 7 235 10 39 5 88 10 137 9 186 8 40 4 89 10 138 5 187 5 236 10 40 5 89 9 138 4 187 9 41 10 90 9 139 9 188 10 237 10 41 8 90 9 139 10 188 10 42 9 91 3 140 8 189 10 238 7 42 9 91 5 140 6 189 9 43 8 92 7 141 7 190 8 239 8 43 9 92 2 141 10 190 10 44 10 93 9 142 8 191 9 240 10 44 7 93 8 142 6 191 10 45 10 94 6 143 9 192 10 241 10 45 8 94 9 143 9 192 10 46 8 95 10 144 9 193 10 242 8 46 10 95 10 144 10 193 9 47 9 96 4 145 8 194 8 243 7 47 10 96 10 145 10 194 10 48 8 97 8 146 8 195 8 244 7 48 7 97 10 146 8 195 10 49 8 98 10 147 10 196 8 245 10 49 7 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 242 Customers' perceptions (CP) on AM7 Managers' perceptions (MP) on AM07 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 5 50 9 99 10 148 8 197 0 246 8 1 8 50 9 99 10 148 5 197 10 2 9 51 7 100 7 149 10 198 10 247 10 2 10 51 9 100 8 149 5 198 8 3 8 52 5 101 8 150 8 199 10 248 7 3 10 52 7 101 7 150 10 199 10 4 5 53 6 102 7 151 7 200 9 249 7 4 5 53 8 102 8 151 8 200 10 5 8 54 10 103 9 152 8 201 10 250 8 5 8 54 8 103 9 152 10 201 6 6 7 55 9 104 7 153 10 202 9 251 10 6 8 55 9 104 7 153 10 202 2 7 10 56 10 105 8 154 8 203 9 252 9 7 9 56 7 105 5 154 9 203 3 8 8 57 8 106 6 155 9 204 10 253 10 8 10 57 5 106 10 155 10 204 10 9 7 58 10 107 7 156 10 205 8 254 10 9 9 58 8 107 10 156 8 205 7 10 6 59 8 108 8 157 6 206 6 255 6 10 9 59 8 108 9 157 10 206 10 11 8 60 9 109 7 158 9 207 7 256 9 11 7 60 10 109 5 158 8 207 4 12 10 61 8 110 7 159 8 208 9 257 10 12 9 61 8 110 8 159 10 208 7 13 10 62 9 111 8 160 9 209 8 258 9 13 10 62 10 111 9 160 7 209 10 14 10 63 9 112 9 161 9 210 10 259 10 14 10 63 5 112 10 161 8 210 8 15 7 64 8 113 7 162 8 211 10 260 6 15 9 64 8 113 9 162 10 211 10 16 6 65 10 114 0 163 8 212 7 261 7 16 9 65 10 114 0 163 9 212 10 17 4 66 8 115 1 164 10 213 8 262 9 17 10 66 10 115 10 164 10 213 9 18 8 67 8 116 9 165 8 214 10 263 10 18 10 67 8 116 10 165 7 214 9 19 6 68 10 117 10 166 8 215 10 264 8 19 9 68 10 117 6 166 10 215 9 20 10 69 9 118 8 167 10 216 10 265 9 20 8 69 8 118 10 167 9 216 8 21 9 70 9 119 4 168 10 217 6 266 10 21 7 70 5 119 9 168 8 217 8 22 9 71 10 120 9 169 8 218 9 267 9 22 10 71 7 120 9 169 5 218 8 23 10 72 9 121 10 170 4 219 6 268 6 23 6 72 10 121 6 170 10 219 10 24 8 73 9 122 9 171 10 220 10 269 3 24 6 73 10 122 8 171 9 220 4 25 10 74 9 123 6 172 7 221 10 270 9 25 9 74 9 123 7 172 9 221 8 26 9 75 9 124 8 173 10 222 9 271 9 26 7 75 8 124 7 173 8 222 10 27 8 76 10 125 9 174 9 223 10 272 6 27 10 76 8 125 8 174 10 223 10 28 7 77 9 126 8 175 10 224 10 273 6 28 10 77 10 126 9 175 10 224 9 29 10 78 9 127 9 176 4 225 10 29 10 78 8 127 8 176 0 225 8 30 7 79 10 128 5 177 10 226 9 30 8 79 7 128 8 177 8 226 7 31 9 80 10 129 8 178 9 227 8 31 10 80 10 129 9 178 8 227 10 32 9 81 10 130 2 179 9 228 8 32 9 81 10 130 9 179 9 228 9 33 8 82 10 131 5 180 10 229 9 33 8 82 8 131 6 180 4 229 7 34 7 83 10 132 8 181 8 230 10 34 9 83 10 132 10 181 10 230 10 35 8 84 10 133 7 182 0 231 10 35 10 84 10 133 7 182 10 36 9 85 9 134 10 183 4 232 10 36 8 85 8 134 10 183 8 37 9 86 6 135 4 184 10 233 10 37 10 86 10 135 8 184 8 38 8 87 10 136 8 185 7 234 9 38 8 87 8 136 10 185 10 39 7 88 10 137 9 186 4 235 10 39 6 88 10 137 7 186 7 40 6 89 9 138 3 187 4 236 10 40 5 89 10 138 4 187 8 41 10 90 8 139 8 188 10 237 10 41 8 90 8 139 9 188 10 42 9 91 4 140 8 189 9 238 7 42 9 91 5 140 5 189 9 43 7 92 8 141 7 190 8 239 8 43 9 92 7 141 9 190 10 44 10 93 9 142 9 191 9 240 10 44 10 93 9 142 8 191 8 45 10 94 8 143 5 192 10 241 10 45 10 94 9 143 9 192 8 46 7 95 10 144 10 193 9 242 8 46 8 95 9 144 10 193 9 47 9 96 4 145 9 194 8 243 7 47 7 96 10 145 10 194 10 48 5 97 8 146 10 195 7 244 8 48 10 97 8 146 10 195 10 49 10 98 9 147 10 196 9 245 10 49 9 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 243 Customers' perceptions (CP) on AM8 Managers' perceptions (MP) on AM08 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 5 50 9 99 10 148 8 197 0 246 10 1 9 50 9 99 10 148 8 197 9 2 9 51 7 100 7 149 10 198 10 247 10 2 10 51 10 100 8 149 8 198 10 3 9 52 6 101 9 150 9 199 10 248 7 3 10 52 9 101 9 150 10 199 10 4 7 53 6 102 8 151 8 200 9 249 8 4 5 53 9 102 8 151 8 200 10 5 8 54 6 103 7 152 8 201 10 250 8 5 9 54 10 103 8 152 10 201 6 6 7 55 8 104 8 153 10 202 10 251 10 6 8 55 8 104 8 153 10 202 2 7 10 56 10 105 9 154 8 203 9 252 10 7 9 56 9 105 7 154 9 203 3 8 6 57 6 106 6 155 10 204 10 253 10 8 10 57 6 106 10 155 10 204 10 9 7 58 10 107 8 156 10 205 8 254 10 9 9 58 8 107 10 156 8 205 7 10 7 59 9 108 9 157 6 206 6 255 6 10 9 59 7 108 9 157 10 206 10 11 8 60 10 109 8 158 8 207 10 256 9 11 5 60 10 109 5 158 9 207 5 12 9 61 8 110 8 159 8 208 9 257 10 12 8 61 9 110 10 159 10 208 9 13 10 62 7 111 7 160 9 209 10 258 9 13 7 62 9 111 9 160 7 209 10 14 6 63 7 112 9 161 10 210 10 259 10 14 10 63 5 112 10 161 8 210 10 15 7 64 7 113 8 162 9 211 10 260 6 15 9 64 10 113 10 162 10 211 10 16 6 65 10 114 0 163 9 212 7 261 7 16 9 65 10 114 0 163 10 212 7 17 4 66 9 115 2 164 10 213 10 262 9 17 10 66 10 115 10 164 10 213 9 18 8 67 9 116 10 165 9 214 10 263 10 18 10 67 8 116 10 165 7 214 9 19 6 68 9 117 10 166 8 215 10 264 8 19 9 68 10 117 6 166 10 215 9 20 10 69 9 118 9 167 10 216 10 265 9 20 8 69 9 118 10 167 9 216 8 21 9 70 9 119 3 168 10 217 7 266 10 21 8 70 8 119 8 168 8 217 9 22 10 71 10 120 7 169 9 218 9 267 8 22 8 71 5 120 10 169 7 218 8 23 10 72 9 121 10 170 6 219 9 268 6 23 8 72 7 121 4 170 10 219 10 24 7 73 8 122 10 171 10 220 10 269 6 24 9 73 8 122 8 171 10 220 4 25 10 74 8 123 10 172 6 221 10 270 10 25 8 74 7 123 7 172 9 221 9 26 10 75 9 124 8 173 10 222 8 271 7 26 8 75 8 124 8 173 5 222 10 27 4 76 10 125 10 174 10 223 10 272 7 27 10 76 7 125 9 174 10 223 10 28 7 77 8 126 10 175 9 224 10 273 6 28 10 77 10 126 10 175 10 224 10 29 10 78 9 127 9 176 4 225 10 29 5 78 8 127 9 176 0 225 8 30 8 79 10 128 5 177 10 226 7 30 9 79 9 128 8 177 8 226 8 31 8 80 10 129 4 178 9 227 10 31 9 80 9 129 10 178 6 227 10 32 9 81 10 130 8 179 9 228 8 32 9 81 9 130 10 179 10 228 9 33 8 82 10 131 7 180 9 229 9 33 10 82 10 131 5 180 6 229 7 34 9 83 9 132 7 181 6 230 9 34 9 83 10 132 9 181 6 230 10 35 8 84 10 133 5 182 9 231 10 35 10 84 0 133 9 182 10 36 10 85 10 134 10 183 8 232 10 36 7 85 8 134 10 183 9 37 10 86 6 135 7 184 10 233 10 37 9 86 10 135 8 184 9 38 8 87 10 136 8 185 9 234 10 38 10 87 9 136 10 185 10 39 8 88 10 137 6 186 9 235 10 39 5 88 10 137 9 186 8 40 0 89 10 138 5 187 5 236 10 40 7 89 8 138 5 187 8 41 10 90 8 139 10 188 10 237 10 41 9 90 10 139 10 188 9 42 9 91 4 140 10 189 9 238 6 42 9 91 7 140 6 189 9 43 8 92 7 141 7 190 9 239 8 43 7 92 4 141 10 190 10 44 10 93 7 142 6 191 9 240 10 44 8 93 9 142 9 191 10 45 10 94 7 143 5 192 10 241 10 45 8 94 9 143 9 192 8 46 8 95 10 144 8 193 9 242 9 46 10 95 9 144 10 193 9 47 10 96 5 145 8 194 8 243 7 47 9 96 9 145 10 194 10 48 10 97 7 146 8 195 10 244 8 48 9 97 9 146 9 195 10 49 5 98 10 147 9 196 9 245 9 49 6 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 244 Customers' perceptions (CP) on AM9 Managers' perceptions (MP) on AM09 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 6 50 10 99 10 148 8 197 0 246 10 1 9 50 9 99 10 148 3 197 10 2 9 51 8 100 8 149 9 198 10 247 10 2 8 51 9 100 8 149 6 198 8 3 8 52 3 101 5 150 7 199 9 248 7 3 10 52 7 101 9 150 10 199 10 4 6 53 1 102 9 151 9 200 9 249 8 4 6 53 7 102 10 151 8 200 10 5 9 54 7 103 7 152 10 201 10 250 8 5 8 54 8 103 10 152 10 201 6 6 7 55 4 104 7 153 10 202 10 251 10 6 8 55 8 104 7 153 10 202 5 7 10 56 5 105 0 154 10 203 9 252 10 7 9 56 8 105 8 154 10 203 4 8 8 57 7 106 7 155 10 204 10 253 10 8 10 57 6 106 10 155 10 204 10 9 8 58 10 107 1 156 10 205 10 254 10 9 9 58 9 107 10 156 8 205 7 10 8 59 7 108 7 157 7 206 6 255 7 10 9 59 7 108 10 157 10 206 10 11 8 60 9 109 7 158 8 207 10 256 9 11 5 60 10 109 5 158 8 207 5 12 10 61 7 110 7 159 9 208 9 257 10 12 8 61 9 110 8 159 10 208 8 13 10 62 10 111 8 160 9 209 9 258 9 13 10 62 8 111 7 160 7 209 10 14 8 63 7 112 9 161 9 210 10 259 0 14 9 63 6 112 10 161 8 210 10 15 7 64 8 113 8 162 9 211 10 260 8 15 10 64 10 113 10 162 10 211 10 16 4 65 8 114 0 163 9 212 8 261 6 16 8 65 9 114 4 163 10 212 8 17 4 66 8 115 2 164 10 213 10 262 9 17 10 66 10 115 10 164 10 213 10 18 9 67 8 116 10 165 6 214 10 263 10 18 10 67 6 116 10 165 7 214 10 19 6 68 10 117 10 166 8 215 10 264 6 19 10 68 10 117 6 166 10 215 9 20 10 69 9 118 9 167 10 216 10 265 10 20 6 69 8 118 10 167 9 216 7 21 9 70 10 119 3 168 10 217 7 266 10 21 7 70 8 119 8 168 8 217 9 22 9 71 10 120 8 169 10 218 10 267 10 22 9 71 6 120 9 169 3 218 7 23 10 72 10 121 10 170 6 219 6 268 7 23 8 72 7 121 3 170 8 219 10 24 9 73 10 122 9 171 10 220 10 269 8 24 9 73 8 122 5 171 10 220 2 25 9 74 10 123 8 172 7 221 9 270 7 25 9 74 10 123 5 172 9 221 8 26 9 75 9 124 8 173 10 222 8 271 7 26 7 75 9 124 6 173 10 222 7 27 5 76 10 125 10 174 9 223 10 272 7 27 7 76 8 125 7 174 8 223 10 28 7 77 0 126 5 175 9 224 10 273 0 28 10 77 10 126 9 175 10 224 9 29 10 78 9 127 7 176 4 225 10 29 10 78 8 127 6 176 0 225 9 30 10 79 10 128 10 177 10 226 10 30 8 79 7 128 8 177 8 226 8 31 9 80 10 129 7 178 9 227 10 31 10 80 8 129 10 178 8 227 9 32 9 81 10 130 4 179 10 228 8 32 8 81 10 130 8 179 10 228 9 33 8 82 10 131 3 180 9 229 9 33 9 82 8 131 5 180 5 229 8 34 4 83 10 132 6 181 7 230 10 34 10 83 10 132 8 181 9 230 10 35 8 84 10 133 9 182 9 231 10 35 10 84 10 133 8 182 10 36 8 85 10 134 10 183 6 232 10 36 10 85 8 134 10 183 10 37 9 86 5 135 8 184 10 233 10 37 10 86 10 135 10 184 10 38 9 87 8 136 6 185 9 234 9 38 9 87 8 136 10 185 10 39 10 88 10 137 9 186 8 235 10 39 8 88 10 137 8 186 7 40 0 89 10 138 4 187 8 236 10 40 8 89 9 138 6 187 9 41 10 90 9 139 9 188 10 237 10 41 7 90 9 139 10 188 10 42 9 91 3 140 10 189 10 238 6 42 9 91 6 140 5 189 9 43 7 92 8 141 7 190 8 239 9 43 8 92 1 141 10 190 10 44 10 93 9 142 9 191 9 240 10 44 9 93 9 142 8 191 10 45 10 94 7 143 4 192 8 241 10 45 8 94 9 143 8 192 8 46 7 95 10 144 8 193 9 242 9 46 8 95 10 144 7 193 8 47 9 96 4 145 9 194 8 243 7 47 8 96 8 145 10 194 10 48 8 97 9 146 10 195 8 244 9 48 10 97 10 146 10 195 10 49 5 98 10 147 10 196 9 245 10 49 10 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 245 Customers' perceptions (CP) on AM10 Managers' perceptions (MP) on AM10 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 7 50 9 99 10 148 10 197 1 246 10 1 9 50 9 99 10 148 2 197 10 2 10 51 7 100 9 149 9 198 10 247 10 2 10 51 9 100 9 149 8 198 8 3 10 52 5 101 10 150 8 199 10 248 3 3 10 52 7 101 9 150 1 199 8 4 6 53 10 102 8 151 9 200 9 249 8 4 6 53 7 102 9 151 7 200 10 5 9 54 7 103 7 152 10 201 10 250 8 5 10 54 9 103 9 152 10 201 6 6 8 55 10 104 8 153 10 202 10 251 10 6 8 55 10 104 9 153 10 202 4 7 10 56 10 105 10 154 10 203 9 252 9 7 9 56 8 105 5 154 10 203 6 8 9 57 10 106 10 155 10 204 10 253 10 8 10 57 8 106 10 155 10 204 8 9 7 58 10 107 8 156 8 205 1 254 10 9 9 58 9 107 10 156 10 205 10 10 7 59 8 108 8 157 6 206 6 255 7 10 9 59 9 108 9 157 10 206 10 11 8 60 10 109 9 158 9 207 10 256 9 11 7 60 10 109 5 158 9 207 8 12 10 61 8 110 8 159 8 208 9 257 10 12 8 61 9 110 8 159 8 208 9 13 10 62 8 111 10 160 9 209 10 258 9 13 10 62 10 111 9 160 10 209 10 14 9 63 9 112 10 161 10 210 10 259 10 14 8 63 6 112 10 161 8 210 9 15 6 64 8 113 9 162 8 211 10 260 10 15 10 64 10 113 10 162 10 211 10 16 8 65 9 114 1 163 9 212 8 261 8 16 9 65 10 114 5 163 10 212 10 17 5 66 9 115 2 164 9 213 10 262 9 17 10 66 10 115 10 164 10 213 10 18 9 67 8 116 8 165 9 214 10 263 10 18 10 67 7 116 10 165 7 214 10 19 7 68 7 117 10 166 7 215 10 264 9 19 10 68 10 117 6 166 9 215 7 20 10 69 9 118 9 167 10 216 10 265 9 20 9 69 9 118 10 167 9 216 10 21 9 70 9 119 3 168 10 217 6 266 10 21 8 70 10 119 9 168 7 217 10 22 10 71 10 120 10 169 10 218 10 267 9 22 7 71 8 120 9 169 9 218 10 23 10 72 10 121 10 170 6 219 8 268 7 23 7 72 7 121 9 170 10 219 10 24 10 73 9 122 9 171 10 220 10 269 10 24 7 73 10 122 7 171 8 220 6 25 10 74 10 123 9 172 8 221 10 270 10 25 8 74 10 123 9 172 10 221 9 26 10 75 9 124 9 173 10 222 8 271 7 26 8 75 9 124 7 173 10 222 10 27 10 76 10 125 10 174 10 223 10 272 7 27 7 76 10 125 8 174 10 223 10 28 7 77 9 126 4 175 10 224 10 273 10 28 10 77 10 126 7 175 10 224 10 29 10 78 9 127 9 176 6 225 10 29 10 78 7 127 7 176 9 225 9 30 9 79 10 128 6 177 10 226 5 30 8 79 8 128 10 177 8 226 8 31 8 80 10 129 10 178 10 227 10 31 9 80 9 129 10 178 10 227 10 32 9 81 10 130 7 179 10 228 8 32 10 81 10 130 10 179 10 228 9 33 8 82 10 131 8 180 9 229 10 33 9 82 10 131 8 180 9 229 10 34 7 83 10 132 9 181 8 230 10 34 10 83 10 132 10 181 10 230 10 35 9 84 10 133 9 182 9 231 10 35 10 84 10 133 8 182 10 36 9 85 10 134 10 183 6 232 10 36 10 85 9 134 10 183 10 37 9 86 3 135 10 184 10 233 10 37 10 86 10 135 9 184 10 38 8 87 10 136 9 185 9 234 10 38 10 87 8 136 10 185 10 39 9 88 10 137 10 186 9 235 10 39 8 88 10 137 9 186 6 40 2 89 10 138 10 187 6 236 10 40 10 89 10 138 8 187 9 41 10 90 10 139 9 188 10 237 10 41 9 90 9 139 8 188 9 42 10 91 7 140 9 189 9 238 6 42 10 91 5 140 6 189 9 43 7 92 8 141 7 190 10 239 9 43 9 92 6 141 10 190 10 44 10 93 8 142 10 191 10 240 10 44 8 93 9 142 6 191 10 45 10 94 10 143 10 192 10 241 10 45 9 94 9 143 8 192 10 46 7 95 10 144 10 193 10 242 9 46 10 95 10 144 10 193 8 47 10 96 4 145 9 194 8 243 7 47 8 96 9 145 10 194 10 48 9 97 7 146 10 195 10 244 10 48 8 97 8 146 9 195 10 49 10 98 10 147 9 196 8 245 10 49 7 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 252 Customers' perceptions (CP) on PMP07 Managers' perceptions (MP) on PMP07 # CP # CP # CP # CP # CP # CP # MP # MP # MP # MP # MP 1 7 50 9 99 10 148 10 197 0 246 10 1 9 50 9 99 9 148 8 197 9 2 8 51 9 100 8 149 10 198 10 247 10 2 10 51 9 100 8 149 8 198 8 3 10 52 7 101 9 150 10 199 10 248 8 3 10 52 8 101 9 150 10 199 8 4 5 53 10 102 10 151 9 200 10 249 7 4 6 53 9 102 8 151 8 200 10 5 8 54 10 103 9 152 9 201 10 250 9 5 10 54 9 103 8 152 10 201 9 6 8 55 10 104 7 153 10 202 8 251 10 6 8 55 8 104 8 153 10 202 4 7 10 56 10 105 7 154 10 203 9 252 9 7 10 56 9 105 6 154 9 203 6 8 0 57 9 106 8 155 10 204 10 253 10 8 10 57 7 106 10 155 10 204 10 9 7 58 10 107 9 156 9 205 0 254 10 9 10 58 8 107 9 156 10 205 1 10 6 59 7 108 6 157 9 206 7 255 6 10 10 59 10 108 10 157 10 206 10 11 7 60 10 109 7 158 10 207 10 256 9 11 5 60 10 109 6 158 9 207 2 12 7 61 9 110 9 159 8 208 8 257 7 12 9 61 9 110 10 159 8 208 7 13 10 62 9 111 8 160 9 209 10 258 9 13 10 62 9 111 7 160 6 209 10 14 9 63 10 112 9 161 9 210 6 259 10 14 9 63 3 112 10 161 10 210 9 15 5 64 9 113 10 162 8 211 10 260 10 15 10 64 10 113 9 162 10 211 7 16 4 65 9 114 0 163 8 212 7 261 8 16 10 65 10 114 6 163 9 212 6 17 3 66 9 115 1 164 10 213 10 262 9 17 9 66 10 115 10 164 10 213 10 18 10 67 9 116 9 165 10 214 10 263 10 18 10 67 9 116 10 165 6 214 10 19 6 68 9 117 10 166 9 215 10 264 9 19 10 68 10 117 10 166 10 215 8 20 10 69 9 118 9 167 10 216 10 265 9 20 7 69 10 118 10 167 10 216 10 21 8 70 9 119 7 168 10 217 8 266 10 21 8 70 8 119 9 168 9 217 8 22 10 71 10 120 7 169 9 218 10 267 9 22 9 71 5 120 10 169 10 218 8 23 10 72 10 121 10 170 5 219 7 268 6 23 9 72 8 121 4 170 10 219 10 24 5 73 7 122 8 171 10 220 10 269 10 24 9 73 8 122 7 171 10 220 10 25 10 74 10 123 10 172 9 221 10 270 9 25 9 74 10 123 8 172 10 221 10 26 10 75 0 124 9 173 10 222 9 271 6 26 7 75 9 124 7 173 7 222 10 27 8 76 10 125 8 174 10 223 10 272 8 27 8 76 8 125 9 174 10 223 10 28 8 77 7 126 9 175 10 224 10 273 8 28 10 77 10 126 7 175 9 224 10 29 10 78 9 127 7 176 6 225 5 29 10 78 7 127 5 176 9 225 9 30 8 79 10 128 10 177 9 226 9 30 8 79 8 128 9 177 9 226 8 31 9 80 9 129 10 178 10 227 8 31 10 80 10 129 10 178 8 227 10 32 9 81 10 130 6 179 10 228 9 32 10 81 10 130 7 179 8 228 9 33 9 82 10 131 8 180 10 229 9 33 10 82 10 131 7 180 10 229 8 34 6 83 10 132 5 181 7 230 9 34 8 83 10 132 10 181 10 230 10 35 8 84 10 133 4 182 9 231 10 35 10 84 10 133 8 182 10 36 5 85 10 134 8 183 4 232 8 36 9 85 8 134 10 183 9 37 10 86 3 135 9 184 10 233 10 37 8 86 10 135 8 184 10 38 8 87 10 136 8 185 9 234 8 38 9 87 8 136 10 185 10 39 8 88 10 137 6 186 10 235 10 39 5 88 10 137 8 186 9 40 9 89 10 138 5 187 9 236 10 40 5 89 9 138 10 187 10 41 9 90 5 139 9 188 10 237 10 41 9 90 9 139 10 188 10 42 10 91 3 140 10 189 10 238 5 42 8 91 9 140 6 189 8 43 8 92 7 141 7 190 10 239 9 43 10 92 1 141 10 190 10 44 10 93 8 142 2 191 10 240 8 44 8 93 9 142 9 191 10 45 10 94 9 143 10 192 8 241 10 45 9 94 9 143 10 192 10 46 8 95 10 144 10 193 10 242 9 46 7 95 9 144 8 193 9 47 10 96 4 145 8 194 8 243 8 47 9 96 9 145 10 194 10 48 8 97 8 146 9 195 8 244 6 48 9 97 10 146 9 195 10 49 10 98 9 147 9 196 9 245 9 49 10 98 10 147 10 196 10 Integrating Quality and Innovation in Services in Dynamic and Turbulent Environments 253 Annex 13: Discussion Panel (Managers) Service Quality and Innovation Model in dynamic and turbulent environments Discussion Panel General information: Organizations seek to adapt to customer needs, incorporate innovations in goods and services, and create strategies to improve their business model to adapt to dynamic environments. The Construction Sector is a complex sector and meeting customer expectations represents a challenge for the organizations that comprise it. Thus, on the one hand, meeting customer requirements through a service process is necessary, because service quality is related to shortterm customer satisfaction. On the other hand, identifying the dimensions of service quality represents an important approach that aims to improve the quality and innovation of organizations. Objective: A model is proposed that allows organizations to develop mechanisms for adaptation and internal change in dynamic and turbulent environments aimed at guaranteeing service quality, seeking to increase their competitiveness, productivity, and customer satisfaction. The components of the model are: 1. Needs and Expectations of Clients 2. Dimensions of Service Quality 3. Value Chain 4. Dynamic Capabilities 5. Adaptation Mechanisms 6. Performance Measurement 7. Customer Satisfaction Methodology: After being exposed the model is intended to answer the following questions in plenary: 1. Is the model useful and applicable? 2. What advantages and disadvantages does the model have? 3. Will the model allow organizations to discover improvement opportunities and strengthen their quality culture? 4. Are the components of the model interrelated? 5. What aspects should be reinforced or clarified in the model? Participants: Construction sector professionals