PostprintThis is the accepted version of a paper published in Journal of Service Management. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.
Citation for the original published paper (version of record):Otterbring, T. (2017) Smile for a while: the effect of employee-displayed smiling on customer affect and satisfaction.
Journal of Service Management, 28(2): 284-304https://doi.org/10.1108/ JOSM-11-2015-0372 Access to the published version may require subscription. N.B. When citing this work, cite the original published paper.
Permanent link to this version:http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-65528 1 Smile for a while: The effect of employee-displayed smiling on customer affect and satisfaction
IntroductionThe face is believed to be the primary non-verbal channel for the communication of emotions (Small and Verrochi, 2009), with smiling being the most direct sign of positive emotions (Ekman, 1992). Smiling is a universal display (Darwin, 1872(Darwin, /1965 Ekman and Friesen, 1969; Lau, 1982) and is cross-culturally understood as a sign of happiness and joy (Ekman, 1992).Therefore, there is a very strong agreement (typically above 90 percent) between people from Western and Eastern cultures, independent of their age and gender, in determining whether an individual is happy or not, solely by looking at the individual's face (e.g., Ekman and Friesen, 1971; Ekman et al., 1987). Research also shows that all positive emotions share one single facial expression: a particular type of smile (Ekman, 1993). Thus, unlike many other expressions, smiling represents one of our few basic emotions (Ekman, 1992) and is collectively understood as a sign of friendliness, generosity, and other altruistic behaviors (Brown et al., 2003; Gabriel et al., 2015; Grandey and Gabriel, 2015; Lau, 1982;Mehu et al., 2008).Applied to a consumer context, many retail and service settings explicitly require their employees to offer "service with a smile" (Barger and Grandey, 2006; Beal et al., 2006; Grandey and Gabriel, 2015) and customers associate such behavior with high-quality service (Rafaeli and Sutton, 1987). In their conceptual framework of emotions as part of the work role, Rafaeli and Sutton (1987) argued that positive employee-displayed emotions should result in three different classes of positive outcomes from the organization's perspective:immediate gains (short-term effects such as sales), encore gains (long-term effects such as store loyalty), and contagion gains (long-term effects such as positive word-of-mouth). In support of these claims, positive employee-displayed emotions and behaviors (such as 2 smiling, greeting, expressing gratitude, and establishing eye contact with customers) increase customers' positive affect (Pugh, 2001;Trougakos et al., 2011), time spent in the store (Tsai and Huang, 2002), and actual consumption or tipping behavior (Otterbring et al., 2013a;Tidd and Lockard, 1978). Furthermore, positive employee-displayed emot...