The impact of perceived customer delight on the frontline employee

Barnes, Donald C.; Ponder, Nicole; Hopkins, Christopher D.

doi:10.1016/j.jbusres.2014.06.005

Cited by 61 publications

(66 citation statements)

References 70 publications

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“…Additionally, Barnes et al [24], addressing these gaps in the literature regarding other perspectives than customer-oriented CD, affirmed that frontline employees have a positive impact in terms of perceiving CD. The study provides a set of conclusions as to the influence of an employee's positive affect on external behaviors.…”

Section: Service Delivery's Role In Remarkable Customer Experiences Ementioning

confidence: 99%

“…Recently, Collier et al [25] introduced the concept of Idiosyncratic Service Experience (ISE), describing a perceived unique service experience where the service provider and customer create value in an unexpected way [24] (p. 150). Collier's study highlights the need to go deeper into the extraordinary service leading to CD and ISE.…”

Section: Service Delivery's Role In Remarkable Customer Experiences Ementioning

confidence: 99%

“…Collier's study highlights the need to go deeper into the extraordinary service leading to CD and ISE. Likewise, Barnes et al [24] propose that CD can be elicited when guests perceive the experience as being important to their personal well-being or special needs when the service is able to adapt itself to customers. Thus, service appraisal is also about services being accessible; if services are not available then customers are not going to be happy.…”

Section: Service Delivery's Role In Remarkable Customer Experiences Ementioning

confidence: 99%

“…Furthermore, findings support the idea that the staff is related with the extent to which customers perceive the service availability, creating a chain of SD among the three components identified. The staff groups several factors that have been tested positively in their correlation with CD, such as unsolicited recommendations to customers [24] or staff attitude in a single component.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

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Exploring the Role of Service Delivery in Remarkable Tourism Experiences

Rivera

Sampaio

et al. 2019

Sustainability

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The purpose of the article is to analyze through a service-experience framework the consequences and contingency factors of Service Delivery (SD) in Remarkable Tourism Experiences (RTE) and explore to what extent these factors interact to evoke delight behaviors in customers. The proposal was validated with empirical data from 284 tourists collected through survey method on remarkable experiences in hotels and restaurants. Both an exploratory and a confirmatory analysis were developed using structural equation modeling (SEM). The result highlights to what extent SD components identified (service staff, service availability, and customer service interaction) affect RTE and aid to evoke CD in tourists with high-quality memories. The service-experience model goes beyond the frontline employees with a service-oriented perspective to better understand the emerging factors that provide happiness in customers. The organizational staff is the most important component influencing a customer's happiness and love feelings. The empirical findings support a model and measurement scale that allows analysis of the impact of SD component statements about customer delight (CD). The study shows the antecedents and interactions among SD emergent factors in RTE, specifically regarding CD behavior. The model proposed in this study links SD components and basic emotions and has important practical implications.for new experiences [7]. Despite differences related to customer-oriented services, many companies in sectors characterized by higher offer availability, such as tourism, try to know the current most effective way to win the battle. In such cases, services need to manage customer behaviors to become authentic. Thus, customer delight (CD) has been studied in different scenarios describing the positive state reached by customers having memorable experiences [8].While satisfaction results from a process where a customer compares their expectations of performance to their perceptions of performance and finds these two within the tolerance zone, delight is considered an extreme level of satisfaction, where expectations are exceeded beyond the tolerance zone. According to Parasuraman [9], the tolerance zone establishes the difference between the desired service level and the level of service considered adequate. Both concepts share a clear similarity in the dominant role of the disconfirmation theory, which states that delight is a natural evolution from satisfaction [10]. Thus, Torres [11], whose study was founded on psychology literature, defines the difference between customer satisfaction (CS) and CD, underlining that delight is more affective, whereas satisfaction is more attitudinal. Furthermore, in comparison with satisfaction, delight has a higher impact on post-consumption behaviors, such as loyalty [10].Customers perceive the same service in different ways depending on their previous experiences, cultural factors [12], or need's hierarchy [13]. A customer's delight perception of a service may even diverge from what the servi...

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Section: Service Delivery's Role In Remarkable Customer Experiences Ementioning

confidence: 99%

Section: Service Delivery's Role In Remarkable Customer Experiences Ementioning

confidence: 99%

Section: Service Delivery's Role In Remarkable Customer Experiences Ementioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

Exploring the Role of Service Delivery in Remarkable Tourism Experiences

Rivera

Sampaio

et al. 2019

Sustainability

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“…One stream of research has focused on human capital development and skills upgrading as effective mechanisms for ensuring efficient utilisation of employees (Barnes, Ponder & Hopkins, 2015;Hayek, Thomas, Novicevic & Montalvo, 2016;Mellahi & Collings, 2010). Today's highly competitive global environment has made competition for top talent a priority for many multinationals and small businesses in both developed and developing economies, thereby creating a hostile environment for underperformance (Amankwah-Amoah, Nyuur & Ifere, 2016;Collings & Mellahi, 2009).…”

Section: Introductionmentioning

confidence: 99%

Human capital and strategic persistence: An examination of underperforming workers in two emerging economies

Amankwah‐Amoah

Ifere

Nyuur³

2016

Journal of Business Research

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Despite the considerable research on strategic persistence, there remains a lack of understanding as to why companies persist with underperforming workers. Our study seeks to fill this gap in the literature by integrating the concepts of the paradox of success, external legitimacy, nepotism and the escalation of commitment perspectives to develop an integrated explanation for persistence with underperforming workers. Drawing on insights from two emerging economies in Africa: Ghana and Nigeria, we uncovered that persistence with underperforming workers stem from information hoarding, favouritism through tribalism and externally imposed constraints. Our study also articulates the underlying processes inherent in such persistence. The wider implications for theory and public policy are examined.

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