LUNARDO, Renaud; CUSIN, Julien; FLACANDJI, Michael

doi:10.1016/j.jbusres.2023.114088

Voir/Ouvrir

IRGO_JBR_2023_Lunardo.pdf (564.2Ko)

Métadonnées

Afficher la notice complète

Licence d’utilisation du document

LUNARDO, Renaud
Kedge Business School [Talence]

CUSIN, Julien

Institut d'Administration des Entreprises (IAE) - Bordeaux
Institut de Recherche en Gestion des Organisations [IRGO]

FLACANDJI, Michael

Institut d'Administration des Entreprises (IAE) - Bordeaux
Institut de Recherche en Gestion des Organisations [IRGO]

Langue

Article de revue

Ce document a été publié dans

Journal of Business Research. 2023-11-01, vol. 166, p. 114088

Résumé en anglais

The extant literature on the service recovery paradox has produced inconsistent evidence about its occurrence. Addressing these mixed findings, the conceptual model developed by the authors posits that organizational learning pursuant to a service failure moderates the effect of follow-up recovery, explaining why the service paradox is most likely to be observed. Three experiments support the framework. When customers experience a satisfying immediate recovery, the service recovery paradox is not observed, but when they see some action taken during the follow-up recovery, proving that the service firm has learnt from its failure, the service recovery paradox is indeed observed. In addition, when organizational learning is demonstrated, perceived customer centricity and anger mediate the effect of a satisfying follow-up recovery on the service recovery paradox. Finally, it appears that rapidly implementing new processes following the service failure assists the recovery process, as does the perceived learning effort.< Réduire

Voir/Ouvrir

Métadonnées

Partager cette publication !

Licence d’utilisation du document

A time(ly) perspective of the service recovery paradox: How organizational learning moderates follow-up recovery effects

Langue

Ce document a été publié dans

Résumé en anglais

URI

DOI

Unités de recherche