This article examines positive effects of customer stress drawn upon the theory of excitation transfer. Contrary to previous marketing and management literature, the present study focuses on positive outcomes of stress based on a study by Dutton and Aron (J Pers Soc Psychol 30(4):510-517, 1974), who found increasing interpersonal attraction in stressful situations in a private context. The present study examines whether these findings can be applied to a service context and how interpersonal liking affects customer's employee perception and customer-related responses. An experimental laboratory study (N = 104), including a service-employee interaction and a psychological stress induction (Social Evaluative Cold-Water Pressure Test [SECPT]), was conducted. Results indicate a positive effect of stress on relationship quality constructs (relationship trust, commitment, satisfaction, and relationship investment) and partially on behavioral constructs, fully mediated by the customer's interpersonal liking of the service employee. The present research contributes to marketing and management literature in two ways: it highlights (a) the importance of context and emotion for the perception of the employee, and (b) the relevance of interpersonal liking of the service employee for the long-term customer relationship.

Marketing research shows that customer relationship management can reduce consequences of service failures. The question is how long a former customer engagement can still have an effect on a current critical incident. In extreme cases, this means whether and how interactions between company and customer during childhood can still influence the effects of a service failure. This article proposes that engagement with a company during childhood (childhood engagement) can affect later perceptions of the relationship. An experiment with 152 participants showed that perceived controllability and childhood engagement moderated the effect of disappointment on repurchase intention. Customers with childhood engagement evaluate a service failure more favorably than customers without childhood experiences. Furthermore, customers are likely to react negatively if the responsibility for the failure is attributed to the company. Accordingly, from a managerial perspective, childhood engagement and credible communication can prevent the ending of a customer relationship after a failure.

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