Frontline employees (FLEs) often face customer incivility—rude or demeaning remarks, verbal aggression, or hostile gestures. Although incivility from customers is rising at an alarming rate, most organizations refuse to act decisively to protect their FLEs and stop customer incivility. This research asserts that an organizational policy of ignoring and accepting incivility from customers is neither a wise business strategy nor has positive outcomes. In contrast, customer incivility should be handled promptly and decisively. Specifically, the authors present FLE Constructive Resistance (FLE CR) as a strategy to confront customer incivility. The authors conduct interviews with FLEs, develop a Constructive Resistance (CR) scale to fit the context of FLE–customer encounters, and test a conceptual model to examine the impact of CR by FLEs. The results suggest that customers who observe incivility perpetrated by fellow customers respond positively to FLE CR, including greater future purchase intention, greater positive word-of-mouth intention, and reduced future misbehavior intention. These effects are mediated by the observer’s perceived fairness of the FLE’s CR. Finally, the indirect effects of FLE’s CR on observer outcomes are more likely to manifest in customers with higher moral identity as well as newer customers.

PurposeThis research aims to provide a theory-based means for firms to improve customers' likelihood to provide reviews and elicit reviews that are more accurate accounts of customers' consumption experience. The authors also examined the moderating impact of type of review (whether the reviews are anonymous or identified) on the effect of moral identity on the likelihood to provide reviews and accuracy of the reviews.Design/methodology/approachData were collected via two experiments (n = 524) in lab sessions. The authors used convenient samples comprised of college students and administrative staff. Study 1 was used to examine the impact of participants' naturally existing moral identity on the likelihood to provide reviews and the accuracy of the reviews provided. Study 2 was used to investigate whether moral identity can be artificially activated or not. Study 2 was also used to test the moderating impact of the type of review on the effect of moral identity (activated vs not activated/control) on likelihood to provide reviews and the accuracy of the reviews provided.FindingsThe authors found that moral identity positively impacts the likelihood that customers will agree to provide reviews and the accuracy of the reviews. Also, the type of review moderates the effect of moral identity for those whose moral identity was not activated (i.e. uninfluenced). However, the type of review did not moderate the effect of moral identity when participants' moral identity was activated or primed.Originality/valueStrategies currently used to elicit online reviews yield low conversion rates or elicit reviews that potential customers do not trust. This paper provides an empirically tested, theory-driven means for managers of digital platforms to improve customer engagement behaviors such as “liking”, tweeting, sharing and product reviews.

Purpose Drawing on the organizational buying decision-making framework, the purpose of this study is to investigate how sales orientation (SOCO) affects buyers’ conflict, salesperson-owned loyalty and buyers’ propensity to end a supply relationship when selling firms use a single versus multiple salesforce go-to-market strategy. Design/methodology/approach Survey data was analyzed with a sample of organizational buyers. Confirmatory factor analysis and structural equation modeling were used to analyze the data. Findings Findings reveal that a selling firm’s go-to-market salesforce strategy moderates certain relational aspects of the buyer–salesperson relationship, consequently influencing a buyer’s decision to end a supply relationship. Research limitations/implications Empirically, these findings indicate that the effects of selling orientation on conflict, salesperson-owned loyalty and exit intentions are not only based on the salesperson’s efforts but are conditional on the selling firm’s go-to-market strategy, particularly with the implementation of multiple salespeople selling to a particular industrial buyer. Practical implications These results suggest that a salesforce go-to-market strategy conveys serious consequences on buying decisions. Given that a go-to-market strategy involving multiple salespeople impacts the buyer’s relationship with the selling firm to a greater degree, managerial oversight must remain present when selling firms decide to pursue such a go-to-market strategy. Originality/value The empirical investigation of a salesforce go-to-market strategy is an original pursuit. Specifically, this study shows that while it is critical that buying and selling firms monitor buyer–salesperson relationships as the basis for supply partnerships, these exchanges are largely contingent on the selling firm’s go-to-market strategy.

Purpose The purpose of this study is to empirically investigate the impact of incumbents’ defensive strategies, specifically price-cut and capacity expansion, on new entrants’ (NEs) exit decisions and examine the moderating role of incumbents’ relational market-based assets (RMBAs). Design/methodology/approach Drawing upon real options theory, an empirical study using logistic regression is conducted on a rich, multi-market data set of NE exits between 1997 and 2019 in the U.S. airline industry. Findings Contrary to intuitive expectation, the results show that cutting prices in response to entry reduces NEs’ likelihood of market exit. However, when incumbents possess strong RMBAs, using a price cut proves to be effective in pushing NEs out of a market. Moreover, an NEs’ exit likelihood is higher when incumbents expand capacities in response to entry. Research limitations/implications In this study, market exit is defined as a complete withdrawal from the market and operationalized as a binary variable. Future research could examine different degrees of downscaling by NEs while remaining in the market. Practical implications This research demonstrates the opposing effects of price-cut and capacity expansion and the crucial role of RMBAs and advises managers to be cautious and consider trade-offs when implementing their defensive strategies to push NEs out of their markets. Originality/value This study contributes to the literature by examining the impact of incumbents’ defensive strategies, price-cut and capacity expansion, side by side and exploring the moderating role of RMBAs. Extant research has focused on antecedents of defensive strategies, whereas the consequences are the focus of this research.

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