Purpose Mobile apps represent an emergent self-service technology that has greatly contributed to the rise of mobile shopping. However, the existing services and marketing literature offer little insight on consumer app usage. Further, little is known about how this app usage might affect important outcomes such as consumers’ intentions to use and recommend an app, their channel preferences (in-store vs app), or their purchasing behavior with the app. Thus, the purpose of this research is to examine if, and how, consumers’ actual experiences using retailers’ apps affected these outcomes. Design/methodology/approach Data were collected from a series of online surveys of adult consumers based on their prior experiences with retailers’ apps. The hypothesized relationships were tested using regression analyses. Findings Results highlight perceived ease of use as a critical app attribute that fosters consumers’ personal connections to apps. These connections in turn influence their purchase channel preferences (app vs in-store) and actual purchasing behavior with the app, as well as their future intentions to purchase with the app and recommend it to others. App usage frequency is shown to moderate these effects. Research limitations/implications The findings provide needed managerial insight into consumer usage of brick-and-click retailers’ apps. Specifically, the results inform service providers’ mobile commerce strategies – particularly with respect to app design, channel management and customer segmentation. Future opportunities exist to explore and compare consumer usage of other types of service providers’ apps, such as “pure play” providers that do not have physical stores. Originality/value This research moves beyond initial app adoption to instead focus on consumers’ actual app usage experiences and their implications. Of note, the findings suggest that firms may be paradoxically driving consumers away from their physical stores as they continue to devote considerable resources to creating and providing customers with easy-to-use mobile apps.

Purpose When a failure occurs with a self-service technology (SST), do customers want to give back the “self” in self-service? The authors explore employee’s role in a self-service failure and how the presence of other customers can change that role. Specifically, they examine how the self-monitoring of customers behavior during a failure can change recovery preferences. Design/methodology/approach Data were collected from customers of a movie self-service ticket kiosk and a grocery self-checkout. Three experiments were conducted. Findings Results from these studies find that customers want employees to fully take over a transaction after a failure if it takes place in isolation. If other patrons are present or waiting in line, then customers prefer the employee to simply correct the problem and let them complete the transaction. Finally, the servicescape along with the presence of other customers in a self-service area can induce self-monitoring behaviors and alter optimal recovery strategies. Research limitations/implications These findings have implications on the appropriate amount of recovery assistance customers need in a self-service experience. Practical implications This research reveals the social and functional complexities associated with executing a satisfactory SST failure recovery, particularly with respect to determining the extent to which the employee or customer should control the attempt. Originality/value This is the first study to examine the employee’s role in a self-service failure. While other studies have examined customers’ intentions in a self-service failure, authors examine how a service provider can assist in the recovery of a self-service failure.

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Using representative samples of U.S. and Japanese retail service firms, this study explores whether one particular type of organizational culture is the best with respect to business outcomes (performance and customer satisfaction) or whether the optimum culture depends on the national context in which the firm is embedded. The findings suggest that there is a significant interaction effect of organizational culture with national culture on outcomes. Specifically, the relationships between the importance placed on the cultural values of stability, people orientation, and detail orientation and outcomes are significantly greater for Japanese than for U.S. service retailers. On the other hand, the relationships between the values of aggressiveness, innovation, and outcome orientation and outcomes are greater for U.S. retailers. Further, the findings show that firms whose cultures match those of their home countries exhibit lower levels of outcomes when they operate in other countries with different cultural values. Implications are given for how service retailers might be designed and managed for purposes of improving business outcomes.