Fuzzy SERVQUAL Analysis in Airline Services This study is aimed at measuring and summarizing the perceived and expected service quality of passengers of an international airline and to provide the passengers' opinions to the decision makers employing fuzzy logic. The appropriate fuzzification procedure was determined to be the trapezoidal membership function. Using SERVQUAL methodology, the optimal fuzzy interval of the gap scores was determined for each item. The interpretations of these fuzzy intervals were categorized into three areas - optimistic, neutral and pessimistic passenger views - to assist the decision makers in identifying which items of services are satisfactory and which are in need of improvement.
Advances in communication technologies have made great progress in bridging time and distance, but social and cultural differences are still formidable obstacles to effective communication. Communication processes occur in specific cultural contexts, with unique normative beliefs, assumptions, and shared symbols. Culture influences what people communicate, to whom they communicate, and how they communicate. There has been little systematic cross‐cultural research to explicate the effects of communication media on communication effectiveness. This article proposes cultural effects on perceptions of media effectiveness. The authors advance conceptual knowledge by presenting new perspectives on the cultural effects on individuals' perception of media and their effectiveness.
We explore the ways that perceptions of media effectiveness are affected by the societal culture, organizational culture, occupational (professional) culture, individual characteristics, and technology acceptance. This is an important subject to explore, as communication is essential to organizational functioning. The continuous drive for communication to individuals in different national and organizational situations around the world, due in part to globalization, leads us to ask: which medium is perceived as the most effective for each of the tasks a manager may be called upon to perform, particularly in different cultures? In other words, is the receiver getting the message that we intend, when the receiver is not in the same situation (societal, organizational, professional, etc.) as the sender? There are contexts of shared values, rules, and experiences that affect communication; words do not have the same meaning and value across languages and cultures (Macnamara, 2004). This means that the message sent from one context may not be the message received in another. If we are not communicating the messages we intend, then our method of communicating may be efficient, but it is certainly not effective. However, there is little research on the effectiveness of media types. We develop a framework highlighting the intersection of variables salient to effectiveness: societal, organizational, and occupational culture, individual characteristics, and technology the sender? In the conclusion, we suggest future work that might be appropriate, given the increasing interest in global communication.
