2016
DOI: 10.1504/ijsom.2016.075246
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Exploring the impact of service recovery on customer affection, perceived value, and sabotaging behaviour: does gender make a difference?

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Cited by 17 publications
(22 citation statements)
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“…Three questions were designed to measure HCI based on Kuo and Tang (2013). Three questions based on Daskin and Kasim (2016) and La and Choi (2012) were used to measure SA. Based on Wu and Ai (2016a), three questions were used to measure EL.…”
Section: Methodsmentioning
confidence: 99%
“…Three questions were designed to measure HCI based on Kuo and Tang (2013). Three questions based on Daskin and Kasim (2016) and La and Choi (2012) were used to measure SA. Based on Wu and Ai (2016a), three questions were used to measure EL.…”
Section: Methodsmentioning
confidence: 99%
“…Malaysia has become an attractive tourism destination over the last two decades. However, studies on tourism and hospitality research in Malaysia have often highlighted high-staff turnover rate, lack of skilled employees that results in poor service quality, over workloads, role stressors, limited pay and promotions, and service failures as the industry's main problems (Daskin and Kasim, 2015;Lau et al, 2005;Malaysian Association of Hotels, 2005;O'Mahony et al, 2011;Salleh et al, 2010). These contextual problems in Malaysia made selection and employment of intrinsically motivated and polychronic FLEs become very important human resource strategy indeed.…”
Section: Theoretical Background and Hypothesesmentioning
confidence: 99%
“…Service failures are prevalent in service encounters (Daskin and Kasim, 2015;Maxham and Netemeyer, 2002). Service failure situations are especially inevitable in the hotel industry due to the 'people orientated' nature of services (Daskin and Yilmaz, 2015) and the increasingly high demands of today's hotel guests (Kim et al, 2009a) which requires a high level of contact between employees and customers (Lewis and McCann, 2004).…”
Section: Service Recovery Performancementioning
confidence: 99%
“…In the particular case of hotels, frontline employees (FLEs) are often faced with a variety of unpredictable events at any one time, including dissatisfied guests, special requests, and non-standard orders, and so forth (Bitner et al, 1990;Daskin and Kasim, 2016). FLEs not only expected to complete these tasks simultaneously, but also display excellent service performance and delivery at the same time (Daskin et al, 2013;Karatepe et al, 2008).…”
Section: Introductionmentioning
confidence: 99%