Customer retaliation at the employee-customer interface
The service encounter is the point where employees and customers interact both positively and negatively. When things go wrong (service failure), initially it is the employee who is required to remedy the situation (recover the service). While positive service recovery outcomes are well investigated, there is little research that investigates whether specific service recovery strategies can be used to reduce customer anger and retaliation. Further, there is little research regarding whether an organisation's acceptance of blame has an effect on customer anger and retaliation. These gaps are addressed using a quasi-experimental study of 120 respondents that examines customers' emotional and behavioural responses to specific service recovery strategies following a service failure. The results show that high-level service recovery strategies directly reduce the occurrence of retaliation, as well as indirectly reduce retaliation through the mediating effects of customer anger. The theoretical and practical implications of these results are discussed.
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|Item Type:||Journal Article|
|Additional Information:||Access to the author-version is currently restricted pending permission from the publisher. For more information, please refer to the journal's website (see hypertext link) or contact the author.|
|Keywords:||customer retaliation, service failure, service recovery, attribution of blame, apology, compensation|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > MARKETING (150500) > Marketing not elsewhere classified (150599)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School|
|Copyright Owner:||Copyright 2008 eContent Management|
|Deposited On:||21 Oct 2008 00:00|
|Last Modified:||30 Jul 2015 00:48|
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