Measuring customer perceived online service quality Scale development and managerial implications Zhilin Yang Department of Marketing, City University of Hong Kong, Kowloon, Hong Kong Minjoon Jun Department of Management, College of Business Administration and Economics, New Mexico State University, Las Cruces, USA, and Robin T. Peterson Department of Marketing, College of Business Administration and Economics, New Mexico State University, Las Cruces, USA Keywords Worldwide web, Customer service quality Abstract The purpose of this paper is to set forth a reliable and valid means of measuring online service quality based on a broad conceptual framework which integrates theory and conceptualization in customer service quality, information systems quality, and product portfolio management, into online service quality. An ethnographic content analysis of 848 customer reviews of online banking services was employed to identify salient online service quality dimensions. The most frequently cited online service quality attributes, along with literature review and personal interview results, were utilized to develop the survey questionnaire. Subsequent to the pre-test, a Web-based survey was undertaken to verify and test the online service quality model. A confirmatory factor analysis produced six key online service quality dimensions: reliability, responsiveness, competence, ease of use, security, and product portfolio. This paper includes a discussion of the managerial and theoretical implications of this online service quality model. Introduction Electronic commerce (e-commerce) has witnessed extensive growth. Dozens of Internet-only companies have surfaced in many industries and numerous conventionally-operated companies have adopted the Internet. Accordingly, competition among online companies has become rigorous. Most online companies publish price information and feature price in their advertising campaigns. Therefore, customers can become informed of the optimal prices for sought products/services. To offset this price-transparency disadvantage, competitors have utilized three primary strategies: (1) geographic differentiation; (2) service quality differences; and (3) modest levels of switching costs (Chen and Hitt, 2000). The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at www.emeraldinsight.com/researchregister www.emeraldinsight.com/0144-3577.htm The authors thank the anonymous reviewers for their helpful comments. The first author gratefully acknowledges a research grant from the City University of Hong Kong (DAG Project No. 7100267). Online service quality 1149 International Journal of Operations & Production Management Vol. 24 No. 11, 2004 pp. 1149-1174 q Emerald Group Publishing Limited 0144-3577 DOI 10.1108/01443570410563278