Joking with customers in the service encounter has a negative impact on customer satisfaction: Replication and extension

Söderlund, Magnus; Oikarinen, Eeva-Liisa

doi:10.1016/j.jretconser.2018.01.013

Cited by 33 publications

(15 citation statements)

References 85 publications

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“…Specifically, the model was composed of four dimensions (EPIEs, EPEEs, PPIEs, and PPEEs) and 10subdimensions (EEA, EEE, EEB, EAF, EDF, PPA, PPE, PPB, PAF, and PDF). However, in previous studies, SEs were regarded as a service process [60][61][62][63] or represented by piecemeal aspects of encounter elements (e.g., service environment [12],service employees [22], ambiance [64], etc. ), and the current study adopts an encompassing approach and considers these elements simultaneously.…”

Section: Discussionmentioning

confidence: 99%

Destination Service Encounter Modeling and Relationships with Tourist Satisfaction

Zhou

Wang

2019

Sustainability

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Tourists are in contact with two types of services at destinations: enterprise services offered by tourism enterprises (e.g., hotels, shops, restaurants, etc.) and public services (public transportation, public information, public safety, etc.) provided by the local government. Following Churchill’s (1979) procedures, a model of destination service encounters (DSEs), including four dimensions (i.e.,enterprise personal interaction encounters (EPIEs), enterprise physical environment encounters (EPEEs), public personal interaction encounters (PPIEs), public physical environment encounters (PPEEs), and 10 subdimensions, was constructed. Then, the effects of DSEs on tourist satisfaction (TS) were tested with data collected in Shaoshan Township, China. The results revealed that EPIEs, PPIEs, and PPEEs had significant positive effects on TS. This model promotes the application of service encounter (SE) theory in destination management, and it offers implications for the synergy management of public and private sectors at destinations to improve tourist experiences.

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Section: Discussionmentioning

confidence: 99%

Destination Service Encounter Modeling and Relationships with Tourist Satisfaction

Zhou

Wang

2019

Sustainability

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“…Perceived employee support can be defined as perceptions of the extent to which the employee is aware of customers' needs and is responsive to them (Söderlund and Oikarinen, 2018), while perceived coaching ability has to do with the extent to which customers perceive that an employee is able to provide motivation and inspiration. In the present study, these two aspects are viewed as specific employee competencies.…”

Section: Discussionmentioning

confidence: 99%

Employee emotional displays in the extended service encounter

Söderlund

Berg

2019

JOSM

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Purpose The purpose of this paper is to examine the impact of happiness expressed by service firm employees when they are depicted in marketing communications materials, such as printed ads and videos. Design/methodology/approach Two experiments were conducted in a fitness service setting, in which employee display of happiness was manipulated (low vs high). Findings Both experiments showed that expressions of high levels of happiness produced a more positive attitude toward the service employee than expressions of low levels of happiness. Moreover, the impact of the expression of happiness on the evaluation of the employee was mediated by several variables, which suggests that the influence of depicted employees’ emotional expressions can take several routes. Practical implications The results imply that service firms should not only be mindful about which specific employee they select for appearing in marketing communications materials, they should also pay attention to the emotional displays of selected employees. Originality/value The present study contributes to previous research by assessing a set of potential mediators to explain why displays of happiness influence consumers, and by examining these effects in a marketing communications setting in which the customer is exposed to still images or video-based representations of the employee. The present study also focuses explicitly on happiness rather than on smiles.

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“…EJP was assessed using four indicators: work completion work, work quantity, work quality, work efficiency and overall performance (Becker et al 1996, Wright et al 2007. CS was measured using a self-reported satisfaction degree (Al-Tit 2015, Söderlund andOikarinen 2018, Danish et al 2018). See Table 1.…”

Section: Methodsmentioning

confidence: 99%

“…Therefore, satisfaction level requires that product experience meets or exceeds customer expectations. Söderlund and Oikarinen (2018) used three items to measure CS as a one factor, in which participants were asked to rate their degree of satisfaction.…”

Section: Open Book Management Definition and Indicatorsmentioning

confidence: 99%

The Mediating Role of Employee Job Performance in the Impact of Open Book Management Dimensions on Customer Satisfaction

Alkhamis

2018

Business: Theory and Practice

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This study aimed at investigating the impact of open book management (OBM) on customer satisfaction in the presence of employee job performance as a mediating variable. OBM was measured using employee empowerment, information sharing, employee training, and employee participation in organizational success. A sample consisted of 500 managers and employees from 10 industrial companies in Qassim region were participated in the study. Data were gathered using a questionnaire administered to participants. The final number of questionnaires received was 387 questionnaires with a response rate of 77.4 percent. The results showed positive as well as significant effects of employee training, empowerment and participation on employee job satisfaction and customer satisfaction. The results further pointed out that employee job performance mediated the effect of open book management dimensions on customer satisfaction. The originality of this study wells up from its contribution to literature as it underlined that employee training in the context of open book management should take the first priority, followed by employee empowerment as empowerment efforts do not bear its desired fruits in the absence of an employee who is able to properly implement what he or she empowered to do. It was recommended on the ground of these results to consider employee training, then employee empowerment in the context of OBM. An adoption of OBM is required to keep tabs on employee job performance in order to ensure an effective practice of OBM.

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Joking with customers in the service encounter has a negative impact on customer satisfaction: Replication and extension

Cited by 33 publications

References 85 publications

Destination Service Encounter Modeling and Relationships with Tourist Satisfaction

Destination Service Encounter Modeling and Relationships with Tourist Satisfaction

Employee emotional displays in the extended service encounter

The Mediating Role of Employee Job Performance in the Impact of Open Book Management Dimensions on Customer Satisfaction

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