Customer reactions to encountering consecutive service failures

According to previous studies, many consumers in Taiwan have experienced consecutive service failures. Despite these failures, many consumers still remain loyal to a service provider for a variety of reasons, such as money deposits, contractual agreements, associated costs, time constrains, and health concerns. We attempt to investigate the emotional reactions and expectations of consumers after they have experienced two consecutive service failures. Our findings reveal that for high‐involvement services, although customers display strong negative emotional reactions after each service failure, the reaction to the second service failure is less intensive than that to the first one. Furthermore, our findings show that as long as the products or services remain in use, customers tend to retain high levels of expectation in regard to the service provider. Copyright © 2012 John Wiley & Sons, Ltd.     

Manager–salesperson congruence in customer orientation and job outcomes: The bright and dark sides of leadership in aligning values

To create customer-oriented organizations, managers are often asked to promote a values-based vision. Yet, many managers struggle with transferring their values to employees making strategic value changes difficult. Despite this challenge, research has yet to demonstrate how managers effectively align values within the sales force, or the impact alignment has on job outcomes. Therefore, we develop and empirically test a conceptual framework to examine the role of transformational leadership in aligning salesperson customer orientation (CO) values. We find that transformational leadership is a strong mechanism in creating perceived value congruence, yet may have a surprising dark side. Results suggest that transformational managers achieve congruence by raising or, contrary to conventional wisdom, lowering salesperson CO values to meet the perceived values of the manager. Response surface modelling results support the importance of perceived manager values. Customer-oriented salespeople have higher job satisfaction and sales performance when they perceive their manager to also have high CO. When values are misaligned, job satisfaction increases more for low CO salespeople as perceptions of manager CO increase. Exploratory findings show that performance was higher under situations of perfect alignment but also under severe misalignment suggesting that values generate performance under complementary or supplementary conditions.     

Happiness,inspiration and the fully functioning person: Separating hedonic and eudaimonic well-being in the workplace

The study investigates the idea that feeling good and functioning well-being are regulated by two different mechanisms: hedonic and eudaimonic. At the state level it is assumed that happiness is a hedonic feeling typically experienced when life is easy or a goal is reached. Inspiration is a eudaimonic feeling typically experienced when facing challenges in the process of goal attainment. At the trait level, we assume that personal growth is connected with eudaimonic rather than hedonic mechanisms. These assumptions were confirmed with data from 465 employees of the Occupational Health Services in Norway using day reconstruction method. Multilevel analyses showed that complex work situations increased inspiration and decreased happiness. Personal growth had a stronger effect on inspiration than on happiness. Our results support the idea that pleasant feelings (hedonia) and optimal functioning (eudaimonia) have different roles to play in the regulation of behavior, and therefore need to be distinguished from one another.     

Does service failure influence customer loyalty?

There is a general consensus that customer loyalty to service providers is not solely dependent upon their level of satisfaction or dissatisfaction. However, the identified antecedents of loyalty remain, at best, highly speculative. The aim of this extensive literature review is to give some understanding of the nature of customer loyalty and the antecedent effects of service dissatisfaction. The research reviewed suggests that customer loyalty is an attitudinal state, reflecting value, trust and commitment within supplier–customer relationships. Satisfaction is one of several antecedents of loyalty. A key influence on loyalty is the offer of unique value‐delivering advantages not provided by competitors. Thus firms need to develop positive value‐based exit barriers to achieve loyalty. When service failures occur, the recovery process is likely to have a greater impact on loyalty than the original service failure. The key to successful recoveries was found to be the customer's perception of ‘fairness’. Recovery programmes must get it right first time. Customers who remain dissatisfied after a complaint has been handled are more dissatisfied than if no recovery attempt had been made. Dissatisfaction and customer satiation are major causes of a customer's exit. The solution to customer satiation is dynamic value creation. Collection and monitoring of customer data is needed for success and two‐way communication is vital. Copyright © 2002 Henry Stewart Publications.     

Creative Fixation is No Laughing Matter: The Effects of Funny and Unfunny Examples on Humor Production

How do people come up with humorous ideas? In creative cognition research, exposure to good examples sometimes causes fixation (people get “stuck” on the examples) but other times sparks inspiration (people's responses are more creative). The present research examined the effects of funny and unfunny examples on joke production. A sample of 175 adults read scenarios that they completed with funny responses. All participants were instructed to be funny, but before responding they read (a) funny responses as examples of good responses to emulate, (b) unfunny responses as examples of poor responses to avoid, or (c) no examples. The participants’ own responses were rated for funniness and for similarity to the example responses, and response times were recorded. Reading either funny or unfunny examples, compared to no examples, caused people to come up with funnier jokes. Similarity to the examples was low in all conditions, so fixation was relatively modest, but people who saw unfunny examples spent more time coming up with their responses. Taken together, the findings support the growing literature showing that examples are often inspiring rather than constraining, and they imply that good and bad examples spark creative thought via different paths.     

Promoting fan engagement: An exploration of the fundamental motives for sport consumption amongst premier league football spectators

The aim of this study was to examine whether fan engagement could be predicted by the motivational dimensions of sport consumption. A sample of 806 football sport fans (African = 85%, male = 67.4%, part of an organised supporters club = 57.6%) were participants. They completed the Fan Engagement Scale (FES), the Motivation Scale for Sport Consumption (MSSC) and a biographical questionnaire. Structural equation modelling was applied to evaluate the postulated regressive paths between the motivational dimensions for sports consumption and fan engagement. The motivational dimensions for sport consumption were clustered into personal and game-related factors. Both these clusters of factors were predictive of fan engagement. Customer engagement (CE) theory appears to explain the findings.     

社会支持视角下顾客在线互助心理和行为机制

消费结构升级促使顾客通过参与价值共创获得更高层次心理满足感。顾客间通过网络平台参与交流、互动、分享和互助等价值共创行为,能够获得美好的情感体验,有助于形成人际之间的友谊,也使得顾客得以寻求自我表达和自我实现,收获更高层次的满足感。本研究以社会支持理论为基础,聚焦不同属性顾客在不同类型网站中参与在线互助的心理动机、心理收益和行为方式,采用行为实验、实证调查、案例研究、神经营销学等多种研究方法,深入剖析顾客参与在线互助过程中的心理和行为反应机制。预期研究成果将丰富现有顾客参与心理和行为的理论体系,也为企业激励顾客参与在线价值共创提供理论指导。     

Psychological ethical climate,leader–member exchange and commitment to superior customer value: influencing salespeople’s unethical intent and sales performance

In today’s competitive environment, salespeople are challenged with creating customer value in an ethical manner while meeting performance goals. Sales supervisors play a critical role in ensuring that this challenge is met. This research examines the roles of psychological ethical climate and leader–member exchange (LMX) in encouraging salespeople’s commitment to providing superior customer value, reducing their unethical intentions and improving sales performance. Results indicate that business-to-business salespeople’s psychological ethical climate perceptions influence their perceived relationship with their sales supervisor (i.e. LMX relationship) as well as their commitment to providing superior customer value. LMX also directly influences commitment to providing superior customer value, which in turn affects salespeople’s unethical intent and quota performance. Theoretical and managerial implications based on the study’s findings are provided, as well as directions for future research.     

我们需要什么样的行业组织——以英国医疗辩护联盟为借鉴

医疗辩护联盟成功扮演着作为行业组织的中介角色、管理者和服务者角色。我国应以医疗辩护联盟为摹写蓝本,重新定位和构建医疗行业组织。