| Studies | Constructs | Key Focus and Findings | Gaps | Contribution to Current Study |
| | Customer compatibility, CI
| Describes the fit between customer needs and operational capabilities of the firm. Key findings: customers make sound decisions based on the transparency of the firm’s capabilities and tradeoffs | The link between CI, QM and OC needs more clarifications | Customer roles and service processes and outcomes |
| | Customer participation, Risks, Service design | Highlights benefits and risks associated with CI in service operations. Developed a CI risk assessment tool. Key findings: OC increases when customers are involved in service production | The focus is on evaluating risks hence more information is needed to clarify on forms of CI | The link between CI, OC, and QM |
| | Customer participation, CI, QM | Identifies three categories of CI: labour/task performance, information/knowledge, and behaviours. Key findings: CI increases OC and QM based on the management capabilities | Fragmented information on the relationships between CI, OC, and QM | Role and types of CI |
| | CI, QM, OC | Identifies five types of CI variabilities: arrival, request, capability, effort and subjective preference. Key findings: customer interference causes OC | More information is required on forms of CI | The link between CI, OC, and QM |
| | KBS, CI, QM, OC | Focuses on knowledge of service providers and customers and prevailing quality concerns of services. Key findings: CI affects QM | More clarity on the role of CI in KBS is required | The link between CI and QM in KBS |