Identifying aggressive versus ethical sales supervision in B2B service recovery: a multilevel perspective

PurposeThe current research provides a conceptual framework that explains how sales managers' aggression across business-to-business (B2B) sales organizations triggers salespeople's surface acting, deep acting and service recovery performance. It also investigates the moderating role of ethical leadership through sales managers' aggressiveness on service recovery performance.Design/methodology/approachThe authors test the model using multilevel analysis with cross-sectional data of 367 salespeople from different sales organizations.FindingsThe study shows that the aggression of sales managers has an adverse influence on service recovery performance. Additionally, aggressiveness among sales managers is positively connected with surface acting while adversely affecting deep acting. The study’s findings also indicate that ethical sales leadership is positively moderate among sales managers' aggressiveness and service recovery performance.Research limitations/implicationsThe authors collected data from individual salespersons, which is the limitation; however, future studies could collect data using the dyadic approach, such as matching responses from both managers and salespersons. This method could enhance the model's internal validity.Originality/valueSeveral studies have mainly focused on positive supervision styles in the literature on service recovery. At the same time, building a negative supervision model in the B2B service recovery context, which has been persistently ignored, is noteworthy.

How Internal Marketing Drives Employees’ Internal Relationship Quality of Service Organizations Between Mainland China and Taiwan: The Moderating Roles of Internal Relationship Investment and Leader-Member Exchange

Recently, issues of human resource management gradually attract a lot of attention from organizational behavior scholars, thus how to effectively improve service employees’ job attitude and performance to meet the needs of stakeholders is one of the key issues in internal marketing. Based on the perspective of internal marketing, the study transforms the relevant factors applied to maintaining external customer relations into internal employee-oriented factors, so as to increase the understanding of the relationship between internal service recovery and internal relationship quality (IRQ). This study aims to explore (1) whether internal service recovery enhances IRQ; (2) whether internal relationship investment (IRI) positively moderates relationship between internal service recovery and IRQ; and (3) whether effectiveness of internal service recovery differentiates under different exchange relationship (high/low quality leader-member exchange). In this study, a total of 206 Mainland China and 250 Taiwanese participants were collected. In this study, a variance-based structural equation modeling (PLS-SEM) was performed to test the proposed hypothesizes and conduct comparative analysis. Empirical results in both samples show that internal service recovery has positive and significant effects on IRQ; internal relationship investment and leader-member exchange (LMX) positively and significantly moderate the relationship between internal service recovery and IRQ. Finally, based on the results, this study provides some discussions, suggestions and managerial implications for future studies in organizational management.

Perception of Fairness of Interaction in Handling Complaints of Users of Travel Agency Services: Evidence from Serbia and Croatia

Service-dominant logic observes the user as a co-creator of value in the process of providing services. In the case of a complaint, as a result of dissatisfaction, the user and the travel agency become a co-creator of the value of service recovery. The perception of interactionist fairness is one of the determinants of a user’s complaint behaviour. Interactionist fairness is seen in the extent to which users consider to be treated fairly in terms of their interaction with a travel agency employee during the service recovery process. The research presented in this paper is based on determining the differences in perception of fairness of interaction in handling complaints of users of travel agency services in terms of their socio-demographic characteristics. The survey was conducted on a sample that included 297 respondents from the territory of Serbia and Croatia. The proposed hypotheses were tested using the Mann – Whitney U test and the Kruskal–Wallis test. The purpose of this paper is to point out to travel agencies the importance of users’ reactions to unsatisfactory service as a kind of reflection of cooperation in service recovery. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Influence of emotions displayed by employees during service recovery

Purpose While research evidences how customers’ emotions can influence their consumer experience, understanding of how employees’ displayed emotions affect the customer service experience is more limited. Drawing on affect transfer theory, the authors test for the mediating role of attitude towards the employee, which is proposed to mediate the effect of employees’ displayed emotion on customers’ satisfaction with recovery. As service recovery entails a critical service experience in which emotions can easily rise, this paper aims to highlight the pivotal role of employee-displayed emotions during service recovery. Methodology A scenario-based experiment in the context of an airline service failure recovery (3 × 2 between-subjects design) manipulates frontline employees’ emotions (anger vs happiness vs no specific emotion) and the quality of the solution (bad vs good). Findings Employees’ displayed emotions directly affect attitude towards the employee and indirectly affect service recovery satisfaction. Moreover, attitude towards the employee is affected more by the employee’s displayed emotion when the solution offered is bad compared to good. Practical implications Employees’ emotions displayed during service recovery can enhance or damage service recovery strategies. Employees should control for negative emotions in the case of service failure, especially when unable to provide a good solution. Originality Emotions displayed by employees can influence the customer’s service recovery evaluations. There is an interesting interaction between the quality of the solution and employees’ displayed emotions. Additionally, the mantra of “service with a smile” may not be valid in the case of service recovery: rather, employees should avoid displaying negative emotions.

Effectiveness of offline and online rewards in restoring satisfaction and trust

Purpose This paper aims to compare the relative importance of tangible compensation across the offline and online service mediums, and assess tangible compensation as a trust recovery tactic. Methodology This study is based on a 3 (compensation level: 20%, 50%, 100%) × 2 (compensation type: refund, coupon) × 2 (service medium: offline, online) scenario-based experimental design. Findings The offline and online customers exhibit different satisfaction for the respective values of both the immediate and delayed compensation types. Moreover, offline customers exhibit more trust in the firm when they receive a refund, whereas their online counterparts demonstrate a higher trust when provided with a coupon. Practical implications For a service failure such as the one presented in the experimental study’s scenario, a lower (higher) value coupon will generate more (less) satisfaction compared to providing the same value as a refund. Firms will be better off by providing partial compensation in the form of a coupon, rather than a refund. Originality Unlike most studies of service recovery, this research takes into account the perceived differences of various tangible compensations to provide a comparison of offline and online customers’ recovery preferences. Furthermore, the previous studies have not focused on trust restoration and assessed causes and effects of trust based on trust at one point in time i.e. trust after recovery. While this study has included restored trust as a variable in the conceptual model.

Managing Challenging Patient Interactions in Breast Imaging

Managing challenging patient interactions can be a daily stressor for breast imaging radiologists, leading to burnout. This article offers communication and behavioral practices for radiologists that help reduce radiologists’ stress during these encounters. Patient scenarios viewed as difficult can vary among radiologists. Radiologists’ awareness of their own physical, mental, and emotional states, along with skillful communications, can be cultivated to navigate these interactions and enhance resiliency. Understanding underlying causes of patients’ emotional reactions, denial, and anger helps foster empathy and compassion during discussions. When exposed to extremely disruptive, angry, or racially abusive patients, having pre-existing institutional policies to address these behaviors helps direct appropriate responses and guide subsequent actions. These extreme behaviors may catch breast imaging radiologists off guard yet have potentially significant consequences. Rehearsing scripted responses before encounters can help breast imaging radiologists maintain composure in the moment, responding in a calm, nonjudgmental manner, and most effectively contributing to service recovery. However, when challenging patient encounters do trigger difficult emotions in breast imaging radiologists, debriefing with colleagues afterwards and naming the emotion can help the radiologists process their feelings to regain focus for performing clinical duties.