Unlike prior research that has confined customer rage to a single point in time, this article explores the unfolding of rage over three time periods, at the initial service failure (Episode 1) and two ineffective service recovery attempts (Episodes 2 and 3). In each episode, we examine the association between loss, or a threat of loss, of personal resources (e.g., selfesteem, sense of justice, sense of control and economic resources such as time and money) and negative emotions. We empirically demonstrate for the first time that although rage may sometimes take place at the initial service failure (Episode 1), rage does not tend to be an immediate reaction. Rather, it is when service failures remain unresolved that residual negative emotions are carried forward into the next episode, so that rage is dominant at Episodes 2 and 3. This carryover of negative emotion spirals with more resources being threatened propelling the customer into rage. The authors offer a methodological contribution demonstrating the dynamic nature of appraisals and emotions in a sequence of related episodes in the elicitation of rage. Finally, differences between U.S. and Thai responses are discussed with important theoretical and managerial implications.3 "The lawyer was retained to represent me in court … . After paying the retainer ($1000), he was never available. … It was disappointing (Episode 1) ... . When I tried to contact him again…, he still would not return my calls. By this time, I was getting angry (Episode 2)… . I finally left one more message and I told him how incompetent he has been … . I would be filing a complaint of abandonment … . (I was) extremely angry with his representation. I felt like he deserved to be punished. …I ended up yelling, screaming and then crying, and told him I was going to try to have him disbarred (Episode 3)." (Female, 36, U.S. legal service)Customer rage is occurring around the globe negatively impacting customers and employees.When customers experience intense anger or rage, they tend to want to express their emotions, behaving aggressively to others (Bougie, Pieters, and Zeelenberg 2003;McColl-Kennedy et al. 2009). Exposure to enraged customers is distressing for employees and can potentially create a negative contagion effect on other customers (Harris and Reynolds 2003). Furthermore, some negative emotions such as rage can result in switching behavior (Roos and Friman 2008;Roos, Friman, and Edvardsson 2009). It is not surprising therefore that customer rage has attracted the attention of both practitioners and researchers. A recent study by the Center for Services Leadership and Customer Care Measurement & Consulting has revealed an alarming number of rage incidents in the U.S. (Grainer et al. 2014). Yet, despite its growing occurrence, customer rage is still not well understood with many organizations ill-equipped to manage customer rage effectively or to avoid rage occurring in the first place.Customer rage is defined as an extreme negative emotion (e.g., outrage, hate, disgust, fu...
