Crisis management and services marketing

Purpose Proposes exploring the opportunities for reciprocal learning between the fields of crisis management and services marketing, and stimulating research on crises experienced by service organisations through the adoption of an interdisciplinary approach. Design/methodology/approach Initially, an overview and summary are given of a crisis management approach by organisations, in order to demonstrate the contrast between the research perspectives adopted in the fields of crisis management and services marketing. To demonstrate the potential for reciprocal learning, a key construct from each field is identified and its potential contribution to learning in the other field is critically evaluated. Findings The comparison between the approaches of crisis management and services marketing highlights that a concentration, in services marketing, on service failures and recoveries at individual service encounters draws attention away from the “bigger picture” and the multiple stakeholder roles that may trigger a crisis and, while a crisis management approach acknowledges customers as key stakeholders in a crisis, it fails to give enough attention to the roles adopted by customers in service organisations, especially through customer participation in service production. Research limitations/implications The selection of one construct from each field is a limitation in itself, and the suggestions for further research are not exhaustive. The paper should stimulate new direction in services research. Practical implications The interdisciplinary approach has provided implications for both services marketers and crisis managers. Originality/value The paper is breaking new ground by linking the disciplines of services marketing and crisis management as a means of furthering an understanding of crises experienced by service organisations.