Waiting: integrating social and psychological perspectives in operations management

Waiting time is an important issue in service operations management because of its impact on customer satisfaction and operations capabilities. This paper examines waiting time from a social and psychological perspective. It provides a conceptual framework which identifies social and psychological factors that affect perceptions of waiting. The conceptual framework enables service managers to rethink operational issues, such as layout design, process choices, and service delivery from customers' perceptions of waiting. Assimilation–contrast theory suggests that perceived waiting time be linked to expected waiting time and its gap leads to customers' overall evaluation of service. A customer's willingness to accept delay is related to the causes for delay as explained by attribution theory. Approaching waiting time from a stress management theory, this paper provides service managers with various stress-reduction mechanisms such as giving customers advance notice of expected waiting time, speeding up pre-process waiting time, and acknowledging customers' rights to quick service. These practical suggestions can aid service managers in reducing perceived waiting time, enhancing customers' waiting experience, and improving queue management.