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Drawing on expectation confirmation research, we develop hypotheses regarding the effect of compensation on key customer outcomes following a major data breach and consequent service recovery effort. Data were collected in a longitudinal field study of Sony customers during their data breach in 2011. One hundred forty-four customers participated in the two-phase data collection that began when the breach was announced and concluded after reparations were made. Using polynomial modeling and response surface analysis, we demonstrate that a modified assimilation-contrast model explained perceptions of service quality and continuance intention and a generalized negativity model explained repurchase intention. The results of our work contribute to research on data breaches and service failure by demonstrating the impacts of compensation on customer outcomes. We discuss theoretical and practical implications.

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Agile methods are widely used in the software industry as a way to more rapidly develop and deliver new software. They define iterative work processes, advocate selforganization and openness for change, and prescribe how software developers interact with each other and external stakeholders. Despite their popularity, it is unclear how agile methods influence work exhaustion in software developers and how developer skills play into this effect. On the one hand, agile methods may reduce software developers' work exhaustion by levelling out their workload across the entire duration of a project. On the other hand, agile methods exert a high level of pressure on software developers to continuously deliver working software, create many intensive social interactions, and to frequently adapt to changes. In light of these effects, prior research could not explain why some software developers become less exhausted from using agile methods, whereas others perceive the exact opposite. Based on the job demand-control model, we develop a theoretical model connecting agile method use to individual developer skills and to two established determinants of employee exhaustion: role conflict and role ambiguity. We tested our research model in a field study among 1894 software developers in 217 project teams that used agile methods. The random coefficient modelling results show that agile method use facilitates the achievement of clear and unambiguous role perceptions