What the eye does not see, the mind cannot reject: Can call center location explain differences in customer evaluations?

Walsh, Gianfranco; Gouthier, Matthias H. J.; Gremler, Dwayne D.; Brach, Simon

doi:10.1016/j.ibusrev.2011.11.002

Cited by 26 publications

(20 citation statements)

References 52 publications

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“…In most cases, service scripts specify what actions an employee needs to take during a service encounter. This includes general rules and protocols to follow during each step of the service process (Walsh, Gouthier, Gremler & Brach, ). For example, counter employees at McDonald's follow the Six Steps of Window Service, which is to greet the customer, take the order, assemble the order, present the order, receive payment, thank the customer, and ask for repeat business.…”

Section: Service Scripts and Ccbmentioning

confidence: 99%

The Impact of Service Scripts on Customer Citizenship Behavior and the Moderating Role of Employee Customer Orientation

Nguyen

Groth

Walsh

et al. 2014

Psychology and Marketing

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Service scripts are behavioral and verbal prescriptions used in many organizations as a way of standardizing employees’ behaviors during their interactions with customers. Yet, they have rarely been studied empirically. There are mixed suggestions in the literature about the beneficial vs. detrimental effects of service scripts. Based on social exchange and citizenship behavior theories, this study investigates whether the relationship between service scripts and an important customer outcome, customer citizenship behavior (CCB), depends on employees’ level of customer orientation. Based on 285 matched dyads of employees and customers from a variety of service organizations, the study found that when service scripts are performed by employees with low customer orientation, service scripts have more detrimental effects on CCB in terms of reducing the propensity among customers to provide unsolicited feedback and their intentions to return to the service firm. There was also support for the mediating role of perceived service quality in accounting for these contingent relationships. These findings contribute to the literature on managing employee behavior and CCB.

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Section: Service Scripts and Ccbmentioning

confidence: 99%

The Impact of Service Scripts on Customer Citizenship Behavior and the Moderating Role of Employee Customer Orientation

Nguyen

Groth

Walsh

et al. 2014

Psychology and Marketing

Self Cite

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“…By borrowing the idea from the country-of-origin (COO) literature, a number of the studies on service offshoring suggests a strong country effect, driven by differences between the home and host country inference (e.g. Bharadwaj and Roggeveen, 2008; Khan et al, 2011; Koku, 2009, Roggeveen et al, 2007; Thelen et al, 2010; Walsh et al, 2012). Generally speaking, countries with a positive image, highly developed economy, and similar culture usually have more positive location effects than other countries.…”

Section: Theoretical Foundationsmentioning

confidence: 99%

“…Studies recently have shown the location-specific factors (e.g., language and culture, infrastructure, market, and economic development) in determining consumers’ reactions toward service offshoring (e.g. Bharadwaj and Roggeveen, 2008; Khan et al, 2011; Koku, 2009; Roggeveen et al, 2007; Thelen et al, 2010; Walsh et al, 2012). While location-specific factors seem to be of importance, customers can access, and rely on, a large number of other firm-specific factors that could help them to perceive the fit of using overseas service providers, such as the reputation of the firm, the size of the firm, the age of the firm, the advanced technologies owned by the firm, etc.…”

Section: Introductionmentioning

confidence: 99%

Service Offshoring Fit from Consumers’ Perspective

Gregory

Ngo

2020

Australasian Marketing Journal

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Past research focuses on the location effects in explaining consumers’ responses to service offshoring while the role of service offshoring partners (OSPs)’ characteristics has not yet been addressed. Adapting from information integration and inference theories, this paper develops “service offshoring fit” which is influenced by OSPs’ characteristics and explains the differential responses to service offshoring. Both qualitative and quantitative studies explore the concept of fit and the characteristics of OSPs. The results confirm that corporate reputation of the OSPs and advanced technology owned by the OSPs are the important characteristics that influence service offshoring fit, which in turn affects consumers’ responses to service offshoring. Results also indicate not all the OSPs’ characteristics equally contribute to service offshoring fit but rather be contingent on service types. This study contributes to the current literature as it looks beyond the location effect and explains the differential responses by introducing the concept of fit.

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“…In the service sector, the satisfaction of customers depends on the face-to-face interaction between customers and employees (Bitner et al, 1994;Walsh et al, 2012); and as a result of the intangible and interactive nature of services, customers often rely on the behavior of service employees when judging the quality of a service (Hennig, 2004). Besides, employees' performance affects the work quality and service (Griffin et al, 2012).…”

Section: Employees' Performancementioning

confidence: 99%

Linking leadership styles to customer satisfaction of Palestinian insurance sector: Mediating role of employees’ performance

Salahat¹,

Majid

2016

Int. j. adv. appl. sci

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This study aims to examine the impact of leadership styles on customer satisfaction, in particular, transactional and transformational leadership styles. Furthermore, it examines the mediating role of employees' performance between leadership styles and customer satisfaction in the Palestinian context. Using data from a survey of 258 employees of insurance companies who have direct dealing with customers, this study tests a structural equation model that relates to leadership styles (i.e., transactional, and transformational), employees' performance and customer satisfaction. The evidence suggests that neither transactional, nor transformational leadership style impact customer satisfaction directly. On the other hand, the relationship between leadership styles and customer satisfaction is mediated partially by employees' performance.

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What the eye does not see, the mind cannot reject: Can call center location explain differences in customer evaluations?

Cited by 26 publications

References 52 publications

The Impact of Service Scripts on Customer Citizenship Behavior and the Moderating Role of Employee Customer Orientation

The Impact of Service Scripts on Customer Citizenship Behavior and the Moderating Role of Employee Customer Orientation

Service Offshoring Fit from Consumers’ Perspective

Linking leadership styles to customer satisfaction of Palestinian insurance sector: Mediating role of employees’ performance

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