1 Introduction</h5> Customization approaches that aim to provide customers with individually tailored goods and services are increasingly relevant for marketing and management. Extant literature notes that for services in particular, customers request and expect flexibility and customization ( Gwinner, Bitner, Brown, & Kumar, 2005 ). To achieve individualized services, service employees need to perform adaptive behaviors to adjust the service offering and the delivery mode to the respective needs of the customer ( Bettencourt & Gwinner, 1996; Gwinner et al., 2005 ). These adaptive behaviors consist of both a process-related (i.e., interpersonal) and an outcome-related (i.e., offering) component ( Gwinner et al., 2005 ).</P>Prior studies contribute to elucidating customization approaches and their consequences for customers’ satisfaction and loyalty (e.g., Coelho & Henseler, 2012 ). Less clear, however, is what factors drive employees to perform interpersonal and service-offering adaptive behaviors in service encounter situations. Answers to this question have important implications for many types of services as they relate to the implementation of customization at the customer-contact level. Existing studies on the antecedents of employee adaptive behavior in services either are conceptual in nature (e.g., Kelley, 1993 ) or concentrate exclusively on the main or “net effects” of specific
Journal of Business Research – Elsevier
Published: Feb 1, 2015
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