Journal of Service Theory and Practice

Tanouri, Afshin; Mulcahy, Rory; Russell-Bennett, Rebekah

2019 Journal of Service Theory and Practice

doi: 10.1108/jstp-06-2018-0140

The purpose of this paper is twofold: first, to test a hierarchical model with interrelationships between social support, value and brand equity to examine the effect of a transformative gamification service on users’ well-being behaviors; and second, to demonstrate the usefulness of brand equity to measure social behavior brands encouraged via transformative gamification services.Design/methodology/approachData were collected (n=351) via users of a transformative gamification service delivered via mobile in Iran. Structural equation modeling was used to test the model.FindingsThe results revealed that the hierarchical model had a superior fit to the data over rival models measuring constructs at lower orders. The results also reveal that value mediates the relationship between social support and brand equity for social behavior.Originality/valueThis is the first study to hierarchically test a model for transformative gamification services. Furthermore, it begins to shed light on the antecedents of value created within transformative gamification services, which to date have not been thoroughly explored. Finally, the study demonstrates brand equity is applicable beyond commercial campaigns and services and can be used to measure social (well-being) behaviors.

Tan, Adrian Heng Tsai; Muskat, Birgit; Johns, Raechel

2019 Journal of Service Theory and Practice

doi: 10.1108/jstp-10-2018-0221

The purpose of this paper is to examine the role of empathy in the student service experience. Taking a dyadic perspective, both students’ and staff’s perceptions are analyzed to determine if empathy matters to both actors alike; and which differences in perceptions about the role of empathy between these actors exist.Design/methodology/approachThe authors adopt a multi-method approach and used data from 256 usable survey responses from 11 higher education service providers in Singapore. Empathy was operationalized by six cognitive and affective independent variables and multiple multivariate analyses are applied, such as multivariate analysis of variance, discriminant analysis and multiple regression analysis.FindingsResults show that both students and staff alike evaluate empathy as important in the co-created service experience. The provision of individualized attention to students to positively influence student experience in learning was deemed important by both staff and students. Yet, there are also distinct differences. For students, it is essential that staff members have students’ best interests at heart; for staff members, knowledge of students’ needs and show of care and concern are important.Practical implicationsStudents and staff perceive empathy in higher education service provision differently. Interestingly, whilst staff think caring for students is important, students feel that too much care and concern from staff has a negative effect on their experience. Hence, too much care and concern might cause potential issues with the students’ perception of “over-servicing” which might manifest as “spoon-feeding.” Instead, students are asking for individualized and professionalized attention to be taken seriously and to be involved in the co-creation of the education service experience.Originality/valueThis study advances the understanding of affective and cognitive aspects of empathy and their influence on students’ service experiences.

Wang, Xueqin; Wong, Yiik Diew; Teo, Chee-Chong; Yuen, Kum Fai

2019 Journal of Service Theory and Practice

doi: 10.1108/jstp-11-2017-0209

Although a dominant marketing concept, value co-creation (VCC) is not without controversy. Inspired by value co-destruction (VCD), the purpose of this paper is to review the scattered literature on the uncertainties in collaborative value formation, synthesising contingency factors of value outcomes in VCC.Design/methodology/approachThe paper is based on an examination of 84 peer-reviewed journal articles. Recognising the drawbacks of the macroscopic abstraction in existing the VCC literature, the authors adopt a zooming-in approach to identify distinct patterns of contingency factors in the collaborative value-formation process.FindingsFrom a macro-social perspective, VCC may connote a sense of exploitation of “consumers” and a need for consumer control of “producers”, impeding harmonious value formation. Zooming into actor-to-actor interactions, the collaborative relationship is found to be a source of uncertainties in value formation, which is further complicated by differences in the knowledge intensities of services. Finally, reviewing the individual consumer reveals a most nuanced picture that demonstrates heterogeneities of consumers’ VCC involvement and complexities in their perceptions and behaviours. Five propositions and a contingency framework are proposed.Research limitations/implicationsSix value formation mechanisms are proposed based on interconnected and multi-level perspectives, providing implications for managers and future researchers.Originality/valueThis paper contributes to rebalancing VCC research by synthesising insights on the potential contingencies, which are relatively under-explored yet vital to keep the controversy alive and relevant, and re-invigorating business processes.

Wongkitrungrueng, Apiradee; Nuttavuthisit, Krittinee; Szabo-Douat, Teodora; Sen, Sankar

2019 Journal of Service Theory and Practice

doi: 10.1108/jstp-02-2018-0031

The purpose of this paper is to explore the nature of customer deference to service providers in service encounters, and articulate its chief antecedents, experiences and consequences.Design/methodology/approachData were collected in Thailand, using critical incident technique. A total of 253 subjects share their experiences of being “deferential” (i.e. “kreng-jai” in Thailand) during everyday service encounters.FindingsThe findings indicate that in cultures in which the cultural norm (i.e. kreng-jai) is to be considerate of others, customers often become deferential of the service provider during service encounters, especially when customers perceive that the service provider’s well-being is compromised. However, customer deference involves aversive feelings which lead customers to devise coping strategies and avoid future contact with a company.Research limitations/implicationsUsing a specific cultural norm, the findings challenge prior finding that people from collectivist culture are more likely to tolerate and be satisfied with service encounters, and document the role of previously unexamined customer-related factors in driving satisfaction in ordinary service encounters.Practical implicationsThe findings recommend service providers to preempt customers’ deference by establishing and communicating the role and acceptable behaviors, managing physical distance with customers, and monitoring customer non-verbal behavior and facial expressions to detect the customers’ true feelings.Originality/valueNo prior research has comprehensively examined the phenomenon whereby consumers seek to benefit service providers at the expense of their own well-being. This study demonstrates that customer deference degrades customer satisfaction even in ordinary service encounters.

Jung, Hyo Sun; Yoon, Hye Hyun

2019 Journal of Service Theory and Practice

doi: 10.1108/jstp-06-2018-0131

Drawing on social identity theory, the purpose of this paper is to examine whether social undermining significantly influences employee voice (or silence) and organizational deviant behavior in the hotel industry regarding three types of social undermining: by supervisor, coworker and customer.Design/methodology/approachThe study provided a self-administered questionnaire to 344 five-star hotel employees in South Korea. SPSS (version 22.0) and AMOS (version 20.0) were used to analyze the data.FindingsBeing undermined by customers negatively affects employee voice and positively affects employee silence. Supervisor and coworker undermining also negatively affects employee voice and positively affects employee silence. Employee voice does not significantly affect organizational deviant behavior, but employee silence significantly affects deviant employee behavior. This was also verified by the potential mediating effect of supervisor undermining on silence as a form of deviant employee behavior.Originality/valueThis study contributes to the development of long-term manager-centered measures to combat the effect of social undermining among frontline employees in the hotel industry. It can be difficult to differentiate clearly between the conflicts and stress experienced by employees at the service frontline and the social undermining they experience during diverse social interactions. In confirming the effects of social undermining on employees at a five-star hotel, the study also found no clear organizational provisions or legal recourse for victims. The findings suggest that hotel employees are easily exposed to social undermining as a result of the industry culture and socialization process.