Mass Personalization vs. Mass Customization: Finding Variance in Semantical Meaning and Practical Implementation between Sectors
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In recent decades, terms, concepts and practical cases of mass service customization or personalization as well as a technology-based attitude to organizational management processes and systems have been combined and used widely both in development of private and public sectors (Jitpaiboon et al., 2013; Deloitte, 2015; Chatzopoulos, 2017; OECD, 2018). To be more specific, it became a dominant element within the content of management at organizations of different levels: a) as a strategic orientation to gain a competitive advantage and a higher level of process excellence in a long term run; b) as a key performance index to evaluate a level of customer satisfaction and value co-creation in a mid term run; c) as a standard to follow in daily management of process, system and employees at operational level (Welborn, 2009; Moon and Lee, 2015; Schlager, 2018). In addition, influence of external factors is also worth mentioning: new ways of correlation among sectors, a raise of global and dynamic tendencies of services and product line automation and digitalization, rapid social changes in the society take a notoriously significant place here (Jitpaiboon et al., 2013; OECD, 2018). All these factors naturally demand a continuous scientific research to discover new ways of aligning best practices and solving both new and old type of problems in the field. Therefore, the research type of conceptual paper is followed throughout this article for a quality evaluation of a current standpoint and practical tendencies in the field of understanding Mass Personalization and Mass Customization, as well as defining possibilities in adapting approaches of value co-creation and technology-based attitude.