Barriers to service recovery in B2B markets: a TISM approach in the context of IT-based services
By Ashwin Baliga, Vaibhav Chawla, Vijaya Sunder M, Kumar Rajesh
Journal of Business & Industrial Marketing | April 2021
DOI
www.emerald.com/insight/content/doi/10.1108/JBIM-02-2020-0112/full/html
Citation
Baliga, Ashwin., Chawla, Vaibhav., Sunder M, Vijaya., Rajesh, Kumar. Barriers to service recovery in B2B markets: a TISM approach in the context of IT-based services Journal of Business & Industrial Marketing www.emerald.com/insight/content/doi/10.1108/JBIM-02-2020-0112/full/html.
Copyright
Journal of Business & Industrial Marketing, 2021
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Abstract
Purpose: To address service failure issues, scholars have recognized several service recovery (SR) mechanisms. However, there exist many barriers that retard an effective SR process, and those often lead to negative consequences. Although this is a generic problem applicable across markets, it becomes critical in B2B markets, as they deal with high impact and corporate customers. The purpose of this paper is to identify these SR barriers in B2B markets and explore their linkages toward identifying the key driving barriers.
Design/methodology/approach: A four-phased methodology to address this call in the IT services industry was used. First, the identification phase led to the selection of 27 barriers based on literature. Second, in the prioritization phase, 12 salient barriers were prioritized with the help of an expert panel. Third, in the modelling phase, the total interpretive structural modelling (TISM) technique was used to examine the mutual influences among these barriers toward modelling their linkages using a digraph. Finally, in the classification phase, these barriers were graphically plotted and classified into four quadrants based on their dependence and driving powers by using Matriced Impacts Croisés Multiplication Appliquée á un Classement (MICMAC) analysis.
Findings: Two strategic barriers, namely, technology obsolescence and poor top management commitment, presented the strongest challenges against effective SR, as they were least dependent on other barriers and exerted strong influence over the operational barriers to executing SR.
Practical implications: Because the strategic level barriers, exerting strong influence against effective SR, arise from the strategic choices of board and the C-suite, this paper helps them anticipate the recovery-related after effects of their choices, thus helping them in making better decisions.
Originality/value: This paper contributes to research as it is first of its kind to explore and link SR barriers in B2B markets.

Vijaya Sunder M is an Assistant Professor of Operations Management (Practice) and Programme Director of ISB Executive Education: Operational Excellence for Leaders Programme, and ISB Online: Certificate Programme in Project Management at the Indian School of Business (ISB). He also serves on the advisory board of ISB’s Executive Fellow Programme in Management and Executive Education. Previously, he served as Chair of the Experiential Learning Programme (2022-2025), Academic Director of the Centre for Business Innovation (2023– 2024), and a BAT Research Fellow (2021– 2023).

He holds a PhD in Operational Excellence from IIT Madras and brings over 18 years of industry experience from global corporations. He has served as Head of Business Process Excellence at the World Bank Group, Assistant Vice President at Barclays, and Quality Leader at American Express and Citi.

Professor Sunder’s research focuses on operational excellence, project management, behavioural operations, and human-AI collaboration. He has authored three books and published scholarly research in leading journals, including Production and Operations Management, Journal of Operations Management, International Journal of Operations & Production Management, International Journal of Production Economics, International Journal of Production Research, Journal of Business Research, and IEEE Transactions on Engineering Management. His articles have also appeared in Harvard Business Review, California Management Review, Stanford Social Innovation Review, Management and Business Review, and Rotman Management. His teaching case studies, published by Harvard Business Publishing, are among the bestsellers.

Professor Sunder has received several prestigious honors, including ASQ’s Global Crosby Award, IAQ’s Walter E. Masing Award, recognition as one of PEX Network’s (IQPC) Top 50 Operational Excellence Thought Leaders worldwide, and Global Thought Leader in Operational Excellence by Kaizuno and Excellence Talks. In 2025, he was featured in Business Mint’s 50 Under 50 Brightest Minds of India for his contributions to the field of Operational Excellence. In 2026, he was conferred the Best Junior Research Scholar Award at the OPEX mini-conference, at the 36th POMS annual conference in Reno, NV. He is also a recipient of IIT Madras Best Researcher Award in 2018, the Quality Champion Award (Gold category) by the Quality Control of India (QCI), Ministry of Commerce & Industry, Government of India in 2022, and the Financial Times Responsible Business Education Award (Runner-up) in 2022.

At ISB, he teaches courses for the PGP, Executive MBA, and PhD programs, including Business Process Excellence, Operational Excellence, Digital Transformation in Services, Project Management, and Operations Management. He has won multiple “Professor of the Year” – Best Teacher: Teaching Excellence Awards for the PGP core and elective courses for the Class of 2021 (one award), Class of 2023 (two awards), Class of 2024 (one award), Class of 2025 (three awards), AMPH Class of 2024 (one award), and AMPOS Class of 2025 (one award).

A TEDx speaker and sought-after keynote presenter, Professor Sunder, has trained over 10,000 business executives worldwide and is widely known for his innovative and experiential pedagogies.

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