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Despite extensive research on the antecedents of customer citizenship behavior, the influence of other customers remains a neglected area in service research. Drawing on social information processing and interpersonal influence theories, this article investigates how citizenship behavior of focal customers is shaped by citizenship behavior of other customers. This study also examines how informational influence in the form of other‐customer credibility and normative influence in the form of customer social identity moderate this relationship. Using qualitative and quantitative data, this study shows that other‐customer citizenship behavior drives focal customer citizenship behavior. This link is also moderated by informational influence (other‐customer credibility) and normative influence (social identity). From a theoretical standpoint, the findings provide preliminary evidence that other‐customer focus is critical to an understanding of customer citizenship behavior. This study also identifies the boundary conditions for these relationships. From a practical standpoint, the findings suggest that managers need to identify and pay attention to customers who exhibit citizenship behavior so that customer citizenship behavior is reciprocated and extended to other customers in the service encounter.

This research investigates and validates the cross‐national applicability of a service quality model in five Asian countries: China, Hong Kong, Japan, South Korea, and Singapore. The objectives of this research are to establish whether or not a service quality model can be conceptualized in the same way across Asian countries and to explore whether or not scores on the items can be meaningfully compared among the Asian countries. The findings show that overall service quality has a positive influence on customer satisfaction, which in turn leads to customer loyalty and customer happiness and that the general pattern of structural paths is valid in the five countries. Furthermore, the comparisons of paths show that most of them are not significantly different across the five countries. The results of this study reveal four key findings. First, customer well‐being or happiness was driven by service quality. Second, customer loyalty was driven by service quality across the five Asian countries, demonstrating that the economic values of service quality could be applied to Asian countries just as they are in North American and European countries. Third, customer satisfaction was driven by service quality. Fourth, customer income increased the effect of service quality on customer happiness via customer satisfaction in China, Hong Kong, and South Korea.

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This study pertains to whether and how employees' organizational citizenship behaviors toward customers (OCB-C) influence customers' citizenship behaviors (CCB) directed toward the firm, employees, and other customers. Drawing on a social exchange perspective, this study proposes that a dual identification mechanism-spanning customer-employee identification (C-EI) and customer-firm identification (C-FI)-mediates the social exchange relationship between OCB-C and CCB. Service climate as a key contextual factor moderates the mediating mechanisms of identification. With data collected from a field survey and an experiment, the findings confirm that the dual identification mechanism mediates the effect of OCB-C on customers' reciprocation with CCB. The results also reveal a moderating effect of service climate, such that the positive effect of OCB-C on C-EI and C-FI grows stronger when the service climate is at low and high levels, respectively. In addition, the empirical results demonstrate that the underlying motive attribution explains the moderating effect of service climate. This work paints a more nuanced picture of the missing link in the OCB-C-CCB interface, by identifying a mediating mechanism and boundary condition. To promote CCB, managers should leverage their employees' OCB-C, as well as their firms' service climate.

This study proposes an integrated framework depicting the effects of two types of employee behavior (employee citizenship behavior and employee dysfunctional behavior) on customer satisfaction, which in turn, influences customer commitment. Customer satisfaction and commitment are then expected to affect two types of customer behavior (customer citizenship behavior and customer dysfunctional behavior). A survey of matched responses from 123 employees and 590 customers reveals that employee citizenship behavior, employee dysfunctional behavior, customer satisfaction, and customer commitment are important predictors of customer citizenship behavior and customer dysfunctional behavior. Furthermore, this study identifies variables (relationship age, group size, and communication frequency) that moderate the relationships being considered. The results show that the effects of two types of employee behavior on customer satisfaction are stronger when relationship age and communication frequency are higher