Learning and relearning effects with innovative service designs: An empirical analysis of top golf courses

This paper examines learning and relearning effects for initial service designs and later service redesigns. We analyze an experience‐based service where external design firms typically perform service design and implementation tasks, while local service personnel manage daily operations. We examine whether the quality of service during routine operation periods exhibits learning effect patterns. We also examine window of opportunity effects after major redesigns. Examining yearly data on top Texas golf courses, we observe learning across the lifespan of golf courses and relearning after golf course redesigns. The findings contribute to the literature on learning and experience‐based services. The study provides managerial insight by demonstrating the extent of learning, illustrating how redesigns can affect service outcomes negatively, showing how relearning occurs, and discussing tactics for success when redesigning services.