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dc.rights.licenseopenen_US
hal.structure.identifierKedge Business School [Talence]
dc.contributor.authorLUNARDO, Renaud
hal.structure.identifierInstitut d'Administration des Entreprises (IAE) - Bordeaux
hal.structure.identifierInstitut de Recherche en Gestion des Organisations [IRGO]
dc.contributor.authorCUSIN, Julien
ORCID: 0000-0002-1154-0569
IDREF: 112363040
hal.structure.identifierInstitut d'Administration des Entreprises (IAE) - Bordeaux
hal.structure.identifierInstitut de Recherche en Gestion des Organisations [IRGO]
dc.contributor.authorFLACANDJI, Michael
IDREF: 194598330
dc.date.accessioned2023-12-13T14:31:18Z
dc.date.available2023-12-13T14:31:18Z
dc.date.issued2023-11-01
dc.identifier.issn0148-2963en_US
dc.identifier.urioai:crossref.org:10.1016/j.jbusres.2023.114088
dc.identifier.urihttps://oskar-bordeaux.fr/handle/20.500.12278/186603
dc.description.abstractEnThe 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.
dc.language.isoENen_US
dc.sourcecrossref
dc.title.enA time(ly) perspective of the service recovery paradox: How organizational learning moderates follow-up recovery effects
dc.typeArticle de revueen_US
dc.identifier.doi10.1016/j.jbusres.2023.114088en_US
dc.subject.halSciences de l'Homme et Société/Gestion et management
bordeaux.journalJournal of Business Researchen_US
bordeaux.page114088en_US
bordeaux.volume166en_US
bordeaux.hal.laboratoriesIRGO (Institut de Recherche en Gestion des Organisations) - EA 4190en_US
bordeaux.institutionUniversité de Bordeauxen_US
bordeaux.peerReviewedouien_US
bordeaux.inpressnonen_US
bordeaux.import.sourcedissemin
hal.identifierhal-04412617
hal.version1
hal.date.transferred2024-01-23T14:21:14Z
hal.popularnonen_US
hal.audienceInternationaleen_US
hal.exporttrue
workflow.import.sourcedissemin
dc.rights.ccPas de Licence CCen_US
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