Linking Situational Constraints to Customer Satisfaction in a Service Environment

Cet article examine les rapports entre la satisfaction de la clientèle et les contraintes relevant des situations techniques et sociales. A cette fin, une enquête de terrain fut réalisée auprès d'un échantillon de 57 managers et 835 clients d'organisations de service. On a recensé les contraintes sociales et techniques vécues par les managers. La satisfaction des clients a également été mesurée avec plusieurs aspects des services. En général, l'absence de situation contraignante dans les organisations de service était en relation positive avec la satisfaction de la clientèle. Les résultats montrent aussi que la seule contribution des contraintes techniques à la satisfaction des clients était supérieure à celle des contraintes sociales. Nous signalons des implications managériales et des orientations pour les futures recherches portant sur les relations entre les contraintes et la satisfaction des clients.
This paper aims to test the links of social and technical situational constraints to customer satisfaction with services. To this end, a field survey study was conducted using a sample of 57 managers and 835 customers of service organisations. We studied social and technical constraints perceived by managers. Customer satisfaction with several service attributes was also measured. In general, a lack of situational constraints in service organisations was positively associated with customer satisfaction. The results also showed that the unique contribution of technical constraints to customer satisfaction was greater than that of social constraints. We point out managerial implications and future directions for research on constraints–customer satisfaction relationships.     

How do friendship artificial intelligence chatbots (FAIC) benefit the continuance using intention and customer engagement?

Although there have been many AI chatbots in industry service, social media, and e-commerce platforms, research on AI chatbots such as Replika, neglected the effects of human-like traits on users' continuance using intention. This article aims to explore the main effects of human-like traits (perceived warmth vs. perceived competence) of friendship AI chatbots (FAIC) on continuance using intention and customer engagement, and the moderating effects of the need to belong and information sensitivity. Three studies are conducted to collect data (N_total = 1420). Our findings of Study 1 demonstrate that perceived warmth and perceived competence can increase the continuance using intention to FAIC and customer engagement, and perceived usefulness plays a mediating role in our conceptual model. Additionally, consumers' need to belong (high vs. low) (Study 2) and information sensitivity (high vs. low) (Study 3) related to chat contents moderate the main effects significantly. This article contributes to the literature on the relationship between FAIC and consumers by presenting the influence of perceived warmth and perceived competence and establishing the underlying process. Analogously, the findings can be beneficial for marketers and firms in designing and developing the coding program of FAIC to promote consumers' continuance using intention and customer engagement.     

Expectations and beyond: The nexus of AI instrumentality and brand credibility in voice assistant retention using extended expectation-confirmation model

AI-based voice assistants (AIVA) are capable of interpreting human speech and responding with useful information, aiding with tasks, and controlling other devices. The usage of these AIVAs has grown significantly worldwide. Despite this growth, studies on user behavior related to continued usage intention of AIVAs and effects on the long-term commercial sustainability of brands, remain low. What is less understood is the potential of AI instrumentality attributes and brand credibility components in provoking shifts in post-use behavior of AIVAs. This study proposes a model which expands on the Expectation-Confirmation Model for user continuance behavior of AIVAs, by integrating user's technology related traits, AI instrumentality attributes and brand credibility. To verify the research hypotheses, the study employed partial least square—structural equation modelling, based on 281 validated responses of a survey. This study highlights the significance of Optimism, Innovativeness, and Discomfort for post-adoption confirmation. Higher post-adoption confirmation is strongly associated with perceived intelligence, anthropomorphism, information quality, and system quality. Anthropomorphism and information quality are key factors for brand expertise, while anthropomorphism and system quality are significant for brand trustworthiness. The study confirms that brand expertise and trustworthiness lead to post-use satisfaction and use continuance intention. Understanding the antecedents of satisfaction and continuance intention extends the existing literature on AIVAs and provides valuable insights for academics and practitioners alike. Some implications for researchers and managers are discussed.     

The Role of Perceived Demographic Dissimilarity and Interaction in Customer‐Service Satisfaction1

The purpose of the current study was to examine the influence of perceived demographic dissimilarity and interaction on customer‐service satisfaction. Data were collected from 301 spectators at a professional men's tennis tournament. Results indicate that perceived demographic dissimilarity was negatively associated with customer service satisfaction. Further, this relationship was moderated by the amount of interaction between the employee and customer, such that the negative relationship was strongest when interaction was high. Results are discussed in terms of the theoretical implications related to relational demography and practical implications in terms of the “business case” for diversity.     

Should a luxury Brand's Chatbot use emoticons? Impact on brand status

Luxury brands are increasingly adopting chatbots for online customer service. But, little is known about the role of adding design features such as emoticons on customers' luxury experience. This study fills this research gap by exploring the influence of a luxury brand chatbot's adoption of emoticons on status perception and its underlying mechanisms. Results from two experiments suggest that luxury brands might be better off not using emoticons in chatbot communications because it dampens the brand status perception due to perceived unexpectedness, which in turn decreases the perception of the appropriateness of the interaction with chatbots. However, this negative effect of luxury brand's use of emoticons in chatbot communication only exists for traditional luxury brands, not for masstige brands. This study advances the literature on AI, particularly regarding luxury brand-specific chatbot applications. It also offers insights for luxury brand managers that they should be cautious in adopting emoticons in chatbot communication given the risk of ruining the brand status, especially when the brand is a traditional luxury brand as opposed to a masstige brand.     

Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation

Integrating theories from leadership, emotion management, affectivity, and customer service, this study examines how transformational leadership leads to favourable customer intentions via the mediation of service employees' emotion regulation, job satisfaction, and their service performance and via the moderation of employee negative affectivity. Results obtained from data of 204 matched sets of managers, service employees, and customers show that the effect of transformational leadership on amplification of pleasant emotions was conditioned on service employees' negative affectivity. Employee service performance partially mediated the effect of job satisfaction on customer outcomes. Finally, overall results reveal that transformational leadership and amplification of pleasant emotions were more strongly related to the customer outcomes, as mediated through the intervening variables in the model, when negative affectivity was high than when negative affectivity was low. Results have implications for how service workers with negative affectivity can manage their emotions to achieve effective service outcomes through interactions with a leader, how the effect of transformational leadership can be bounded, and how transformational leadership and emotion regulation are relevant to customer service.     

A comparison of Asians', Hispanics', and Whites' restaurant tipping

Asians and Hispanics are perceived by many restaurant servers as poor tippers. This study tests the validity of those perceptions using data from a large restaurant chain's online customer satisfaction survey. Findings partially support servers' perceptions—Hispanics but not Asians tipped less on average than Whites after controlling for bill size, the customer's own ratings of service quality, and other variables. Discussion centers around the differences between these findings and those of a previous study and on the practical implications of the findings for restaurant managers.     

Antecedents and consequences of salesperson identification with the brand and company

To date, little research has investigated the antecedents and implications of salespersons' identification with the brands and the companies they represent. As the nature of the selling job is unique from other inside employee positions, with increased independence of the firm and loyalty that may be expanded to the customers rather than the firm itself, an investigation of this phenomenon within the sales context holds significant implication for sales force management. The salesperson also represents an extension of the marketing communication programme of the firm and thus has direct bearing on how the company and brand image are communicated to the customer. Therefore, the purpose of our paper is to hypothesize and empirically test the notion that higher levels of perceived congruence between a salesperson's own values and those values of the brand and company he or she represents will lead to higher brand identification and company identification which in turn should create higher job satisfaction, commitment and performance. We discuss our results and offer practical insights to sales managers. Further, we discuss limitations of our study and provide directions for future research.     

Effects of consumer perceptions of brand experience on the web: brand familiarity,satisfaction and brand trust

Creating a customer experience that is synonymous with a particular (website) brand is becoming increasingly recognised as a vital driver of e‐performance. E‐tailors are just as likely to try to influence consumers' shopping behaviour, through atmospherics and service, as brick‐and‐mortar stores. This study investigates several questions that have been left unanswered in recent studies of consumer behaviour in the context of internet‐based marketing. Its focus lies in addressing the issue of whether there is a direct relationship between brand experience and brand trust or whether there is an indirect relationship via satisfaction or brand familiarity. The results of an empirical study of e‐consumer behaviour show that brand trust is achieved through the following dimensions operating and interrelating as antecedent constructs: first, various brand experiences and the search for information, secondly, a high level of brand familiarity, and thirdly, customer satisfaction based on cognitive and emotional factors. These findings should assist marketers and academics in their understanding of the development of brand trust in an internet‐based environment. Copyright © 2005 John Wiley & Sons, Ltd.     

Identification with the retail organization and customer-perceived employee similarity: Effects on customer spending

Two constructs important to academicians and managers are the degree to which employees and customers identify with an organization, employee organizational identification (employee OI) and customer-company identification (customer identification), respectively. This research examines the effects of these identification constructs and the related construct of customer perceived similarity to employees on customer spending. Via a 1-year multilevel study of 12,047 customers and 1,464 store employees (sales associates) covering 212 stores of a specialty apparel retailer, our study contributes to the literature in 2 critical ways. First, we expand the theoretical network of employee OI and customer identification by examining the related construct of a customer's perceived similarity to store employees. We examine the incremental (not fully mediated) main and interaction effects of customer-perceived similarity to employees and employee OI on customer spending. Second, we examine the effect of customer identification on customer spending relative to the effect of customer satisfaction on customer spending. Thus, our study also contributes by demonstrating a potential complementary route to achieve customer spending (customer identification), a route that may be more readily affected by management than the efforts required for a sustained increase in customer satisfaction. Implications for academics and managers are offered. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

Do not put the blame on me: Asymmetric responses to service outcome with autonomous vehicles versus human agents

The present study aims to examine customer responses to negative (vs. positive) service outcome with an autonomous vehicle (AV) vis-à-vis human agent. In the first study we manipulate the outcome of the service (negative vs. positive) and the type of service agent (AV vs. human) to evaluate customers' satisfaction with the service. Based on the results of the first study, in the second study we focus only on the negative outcome scenario and we examine how the perceived blame of the AV (vs. human agent) affects customers' satisfaction. Finally, in the third study we introduce another mediator, namely perceived competence, which explains why people attribute less blame to the AV (vs. human agent). Customers' satisfaction is higher for the AV only in the case of a negative service outcome, while no differences emerge when the service had a positive outcome. Additionally, AVs (vs. human agent) are perceived as less competent and blameworthy, leading to a higher customer satisfaction with the service in case of a negative outcome. These results show a customer under-reaction to negative service outcome with AVs. This has relevance for the design and policy implications related to AVs. Our results also provide insights into the psychological underpinnings of acceptance of AVs replacing human agents. This study extends previous literature by showing circumstances in which customers are more (or less) satisfied with an AVs (vs. human agents) and the psychological drivers of these asymmetrical responses.     

The Impact of Customer Service and Product Value on Customer Loyalty and Purchase Behavior

Based on research and theories on justice, it was predicted that customer service would be as important as, or even more important than perceived product value in determining customer loyalty and purchase behavior. This general hypothesis was tested by surveying 324 respondents who had just patronized several retail outlets. Results indicated that customer service was indeed more important than perceived product value in predicting customer loyalty, the amount of money spent in the visit, and the range of products purchased. In addition, customer service was a significant predictor of all 3 variables, whereas perceived product value was able to predict customer loyalty only. It was also found that for females and respondents with a higher income, customer loyalty was more influenced by customer service.     

Experimental manipulations to reduce the negative effects of money

People generally consider money a necessary evil because it invokes dual effects. On one hand, it increases people's productivity and performance, but it also decreases people's sensitivity to others. I conducted three experimental studies with an attempt to reduce the negative effects of money. Results indicated that when money was framed as a social incentive, its negative effect was attenuated and people exerted more helping behavior in both hypothetical and real‐life scenarios. However, when a social incentive was framed in monetary terms, the negative effect of money prevailed in hypothetical but not in real‐life scenarios. Results suggested that money itself is not the root of evil or good, but rather its effects are influenced by our perceptions of its role.     

感知价值、满意度与继续使用意向—基于3G用户的实证研究

本文考察感知价值、满意度对继续使用意向的作用机理。基于相关理论与实证研究,我们首先提出3G用户继续使用意向概念模型与研究假设,然后通过实证研究对假设进行检验。研究结果表明感知价值和满意度决定继续使用意向。满意度是继续使用意向最强的预测因子。感知有用性和感知使用成本既直接作用于继续使用意向,也通过满意度间接作用于继续使用意向。感知易用性和感知形象提升直接作用于继续使用意向,而不需要通过满意度的中介作用。     

An examination of the role of perceived support and employee commitment in employee-customer encounters

The authors examined the relationships between perceived organizational support, organizational commitment, commitment to customers, and service quality in a fast-food firm. The research design matched customer responses with individual employees' attitudes, making this study a true test of the service provider-customer encounter. On the basis of a sample of matched employee-customer data (N = 133), hierarchical linear modeling analyses revealed that perceived organizational support had both a unit-level and an employee-level effect on 1 dimension of service quality: helping behavior. Contrary to affective organizational commitment, affective commitment to customers enhanced service quality. The 2 sub-dimensions of continuance commitment to the organization--perceived high sacrifice and perceived lack of alternatives--exerted effects opposite in sign: The former fostered service quality, whereas the latter reduced it. The implications of these findings are discussed within the context of research on employee-customer encounters.     

Is “service with a smile” enough? Authenticity of positive displays during service encounters

Service providers use impression management strategies to engender satisfaction and repeat business in customers. Managing emotional expressions is one strategy to meet those goals. We extended research on the “Duchenne Smile” to see if authenticity of employee expressions influenced the impressions formed of the employee’s friendliness and the overall satisfaction with the encounter. Furthermore, we took two other factors into account—task performance and busyness—to examine the conditions under which authenticity would have the greatest impact. In Study 1, we obtained reactions to videotaped simulations that manipulated authenticity of positive displays and task performance during a hotel check-in encounter. ANCOVA results supported that authenticity of the service provider enhanced perceptions of friendliness, but only influenced customer satisfaction when tasks were performed well. In Study 2, hierarchical linear modeling with reactions from 255 customers of 64 restaurant servers showed that perceived display authenticity enhanced the perceived friendliness of the employee when the store was slow, but less so when it was busy. Display authenticity had a direct effect on customer satisfaction, regardless of task performance (which was generally high) and busyness. We conclude that display authenticity is an extra-role behavior for service encounters with an additive effect on encounter satisfaction only when other factors are at optimal levels. We suggest implications for display rule policies and service training.     

Male and female managers' ability to read emotions: Relationships with supervisor's performance ratings and subordinates' satisfaction ratings

The present study examines the direct and indirect effect of managers' accuracy in ‘reading’ non‐verbal emotional expressions and their supervisors' performance ratings and subordinates' satisfaction with the manager. Data from working managers and their supervisors and subordinates were used to test the study's hypotheses. Although managers' accuracy was not directly related to others' ratings, a significant interactive effect was found: Female but not male managers who more accurately perceived non‐verbal emotional expressions received higher performance ratings from their supervisor and higher satisfaction ratings from their subordinates, perhaps due to gender stereotypes prescribing emotional sensitivity to female managers. Furthermore, how managers used emotional information to enhance subordinates' satisfaction varied for female and male managers. Results suggested that male managers who were more accurate at emotion perception received higher satisfaction ratings if they used the information to be more persuasive, whereas more emotionally perceptive female managers received higher satisfaction ratings when they demonstrated more supportiveness.     

Social and Economic Exchange: Construct Development and Validation

This study examined the economic and social exchanges between employee and employer within a model in which perceived organizational support and affective and continuance commitment served as predictors and performance, altruism citizenship behavior, absence, and lateness served as outcomes. Two samples were used. 384 master of business administration students participated in Study 1, and Study 2 consisted of 181 aerospace employees and their managers, working for a single organization. Both studies supported the distinctiveness between economic and social exchanges. Study 2 showed the overall fit of the proposed model was adequate, though only social exchange, and not economic exchange, directly predicted the performance outcomes. These results suggest the importance of perceived exchanges between employee and employer.     

The moderating role of consumer entitlement on the relationship of value with customer satisfaction

This research provides an extension of Oliver's (1980) expectancy disconfirmation model of satisfaction by examining the moderating role of consumer entitlement in the relationships between service quality and perceived value with customer satisfaction. Using a sample of season ticket holders of the National Hockey League franchise in the southeastern USA (n = 234), we found that consumer entitlement moderates the relationship of value with satisfaction, such that the impact of consumer‐perceived service value on satisfaction is mitigated for highly entitled consumers. That is, the positive value–satisfaction relationship is stronger for individuals low in consumer entitlement. This finding suggests that highly entitled consumers' satisfaction judgments are dominated by expectations, while less entitled consumers rely more on disconfirmation assessments. Strengths, limitations, suggestions for future research, and practical implications are offered. Copyright © 2015 John Wiley & Sons, Ltd.     

Tangibles as predictors of customer satisfaction in sports services

This study investigates the power of tangible dimensions of service quality to predict customer satisfaction. For this purpose, we statistically controlled the effects of dimensions of service quality that describe social interaction between employees and customers, both functionally and relationally. A field survey was conducted with the participation of 556 customers of a sports centre. The results showed that tangible dimensions of service quality predicted an additional and significant amount of customer satisfaction variance, beyond the effects of service quality of the social interaction. The article concludes with the discussion of the implications of these results.