| This three-essay format dissertation reports two unique studies capturing the central phenomenon of the agile service transaction. The first study is a qualitative study of an agile critical incident, in which a paired employee and manager from a single focal firm describe a transaction in which the customer told them that they "went above and beyond the call of duty". The reported factors were analyzed to determine which managerial actions affected qualities of the front-line employee. In the second quantitatively-based study, managers and associated employees from a service-oriented retail firm were surveyed about over-arching managerial strategic tools, such as market orientation and commitment to service quality, related to tactical factors such as training, recognition, pay and empowerment, in creating an agile service transaction. |
