A time(ly) perspective of the service recovery paradox: How organizational learning moderates follow-up recovery effects
CUSIN, Julien
Institut d'Administration des Entreprises (IAE) - Bordeaux
Institut de Recherche en Gestion des Organisations [IRGO]

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

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]
< Reduce
Institut d'Administration des Entreprises (IAE) - Bordeaux
Institut de Recherche en Gestion des Organisations [IRGO]
Language
EN
Article de revue
This item was published in
Journal of Business Research. 2023-11-01, vol. 166, p. 114088
English Abstract
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 ...Read more >
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.Read less <