Attributions and Outcomes of Customer Misbehavior

Abstract

The purpose of this study is to determine which attribution dimensions concerning dysfunctional other-customer misbehavior most influence customer dissatisfaction toward a service firm. Our research hypotheses were tested using a 2 (Controllability: controllable versus uncontrollable) x 2 (Stability: unstable versus stable) x 2 (Globality: specific versus global) experimental design in a hypothetical restaurant context. Our empirical results demonstrate that when customers feel that the other-customer's misbehavior can be controlled by the firm (i.e., controllability attributions) or is likely to recur (i.e., stability attributions), they render unfavorable service evaluations toward that firm. However, these harmful effects may be mitigated if the customer believes that the same type of dysfunctional customer behavior also occurs during service encounters in other firms (i.e., globality attributions). With a view to diminishing the unsatisfactory experience of other-customer failure, the service organizations need to: (1) act as "police officers" to ensure that their customers behave appropriately; (2) have policies and procedures in place to manage their guests' behavior so as to reduce the recurrence of other-customer failure; and (3) consider communications intended to enhance attributions of globality following an other-customer failure, that will help to buffer the negative impact of controllability and stability attributions on satisfaction and behavioral reactions with the firm. This is the first time that controllability, stability, and globality attributions are clearly shown to be part of the process by which customers transfer their negative response to other-customer misbehavior to the organization

Oh my gosh, I got to get out of this place! A qualitative study of vicarious embarrassment in service encounters

“…The results of the empirical analysis reveal that vicarious embarrassment—in which person A feels embarrassed for person B—can occur in situations in which a customer interacts with another customer, as well as in situations in which a customer interacts with a service employee. Overall, by identifying various vicariously embarrassing incidents, the authors were able to support the results of prior research on customers’ dysfunctional behavior (e.g., Fisk et al., ; Huang et al., ), which identified other customers as particularly relevant in service interactions. Vicariously embarrassing incidents, for example, incidents in which a customer cuts in line or argues with a service employee, occur during different types of service transactions and can have substantial consequences on the observing customers’ perception and the evaluation of the service experience.…”

“…Furthermore, it can be argued that employees are obligated to react in such situations. As Huang et al (2010) have shown, customers will evaluate a service more negatively when they feel that other customers' misbehavior could have been controlled by the firm. However, if there are only customers present, there is little that the service firm can directly do to resolve the conflict.…”

Buy four get 30% off: how consumers respond to missing a quantity discount

“…This type of attribution will inhibit their buying behavior (Huang et al, 2010). As a result, consumers who miss out on a quantity discount are less likely to make a purchase when the promotion scope is perceived to be narrow, regardless of whether MinPR is high or low.…”

The effects of harm directions and service recovery strategies on customer forgiveness and negative word-of-mouth intentions

“…However, none of these studies specifically focused on the influence of other customers' service failure observed by the focal customer. In service settings, studies on the role of "other customers" have largely focused on the impact of other customers' misbehavior (Grove and Fisk, 1997;Huang, 2010;Huang et al, 2010) or the presence of other customers themselves as part of the physical service environment such as in crowding situations (Tombs and McColl-Kennedy, 2003) and their effects on the customer service experience. To the best of our knowledge, only one study has attempted to investigate how customers respond to service failures that affect other customers.…”