2015
DOI: 10.1080/10696679.2015.1032392
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A Cross-Cultural Comparison of Business Complaint Management Expectations

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Cited by 10 publications
(11 citation statements)
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“…Values list was used to code the end value categories as it provides an overview of generally held values and has been effectively used in previous laddering studies (e.g., Barnett et al, 2014;Henneberg et al, 2015). Schwartz (1994) Table 6 about here…”
Section: Discussionmentioning
confidence: 99%
“…Values list was used to code the end value categories as it provides an overview of generally held values and has been effectively used in previous laddering studies (e.g., Barnett et al, 2014;Henneberg et al, 2015). Schwartz (1994) Table 6 about here…”
Section: Discussionmentioning
confidence: 99%
“…Even when monetary compensation is offered as part of complaint handling, an immediate response usually has a stronger recovery effect than delayed monetary compensation (Roschk and Gelbrich, 2014). In the B2B context, it has been found that 'taking quick action' is one of the most important attributes of complaint resolution management, which highlights the importance of quickly addressing the issue, analyzing the problem and reaching a resolution (Henneberg et al, 2009;Henneberg et al, 2015). However, Gilly (1987) reports that response time has no effect on consumers' perceptions of company image, while Blodgett et al(1997) find it does not affect repurchase intentions.…”
Section: Complaint Handling and Response Timementioning
confidence: 99%
“…In a similar vein, the study of Chang et al (2012) found that customers with high transaction frequency—who are also typically B2B customers (Brock et al, 2013)—focus less on favorable employee behavior and more on timeliness. However, Henneberg et al (2015), who adopted a more qualitative approach, nuanced these findings by demonstrating that interactional aspects, such as showing empathy and transparency, are equally expected by customers in effective B2B complaint management.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Second, studies have shown that the importance of interpersonal attention differs across cultures (Henneberg et al, 2015; Mattila & Patterson, 2004; McFarlin & Sweeney, 2001). For instance, from Henneberg et al’s (2015) study, it appears that in the British business culture, softer relationship aspects are highlighted by placing greater importance on attributes such as empathy, openness, and honesty, compared with a German business culture.…”
Section: Literature Reviewmentioning
confidence: 99%
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