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Researchers and practitioners have invested heavily in identifying effective complaint management strategies. However, most of the strategies identified to date occur only after a service failure occurs. This article proposes that antecedent states such as an ongoing rapport with service employees can also provide service recovery benefits. Four independent studies test this approach and indicate that an existing rapport between the customer and service provider results in increased postfailure customer satisfaction, increased repatronage intentions, and decreased negative word of mouth. Yet results for complaint intentions suggest that rapport does not increase the propensity for customers to complain about poor service. These results are discussed in terms of their implications for research and practice.

This study assesses the effects of service evaluations in a failed service experience on complaining intentions in a future encounter. A model is developed and tested that investigates the relationships between service quality, satisfaction, social justice, and future complaint intentions. A sample of 525 dissatisfied customers across numerous service industries is used to test the model. Results support the model and suggest that otherwise fair service in a failed service experience increases complaint intentions in future failed encounters. Specifically, the authors find that firms that are perceived to treat customers fairly during a service failure and that have employees perceived to be responsive are rewarded with higher future complaint intentions. They also find that service quality and satisfaction have significant, negative effects on future complaint intentions. Moderation analysis indicates that the findings do not depend on a customer's attitude toward complaining. Implications for practice and future research are discussed.

This study investigates the effect of being customer oriented on service performance perceptions and outcome behaviors. Specifically, the focus is on identifying the influence that being perceived as a customer-oriented firm has on consumer quality perceptions, customer satisfaction, and service value. The impact of being customer oriented on consumers' outcome behaviors is also investigated. Responses from 649 consumers indicate that customer orientation is directly related to customers' evaluations of employee service performance, physical goods, and servicescapes. Indirect effects on organizational quality, customer satisfaction, value attributions, and outcome behaviors are also reported. The implications of the research are discussed, as are the limitations.

AI in service can be for routine mechanical tasks, analytical thinking tasks, or empathetic feeling tasks. We provide a conceptual framework for the customer, firm, and interactional use of AI for empathetic tasks at the micro-, meso-, and macro-levels. Emotions resulting from AI service interactions can include basic emotions (e.g., joy, sadness, and fear), self-conscious emotions (e.g., pride, guilt, embarrassment), and moral emotions (e.g., contempt, righteous anger, social disgust). These emotions are mostly likely to occur during frontline interactions in which both firms and customers use AI, a phenomenon called "AI as customer." The analysis level of AI service and emotion can be at the macro-level in which AI is transforming the service economy into a feeling economy, at the meso-level in which firms can use "thoughtful AI" to make the employees' and customers' lives a little bit better by brightening their days, and at the micro-level in which customers can experience basic, self-conscious, and moral emotions from interactions with service AI.

Artificial intelligence (AI) is likely to spawn revolutionary transformational effects on service organizations, including by impacting the ways in which firms engage with their customers. In parallel, customer engagement (CE), which reflects customer interactions with brands, offerings, or firms, has risen to the top of many managers' strategic wish lists in the last decade. However, despite literature-based advances made in both areas, AI and CE are largely investigated in isolation to date, yielding a paucity of insight into their interface. In response to this gap, this Special Issue offers a pioneering exploration of CE in automated or AI-based service interactions. Our editorial first reviews AI's Industry 4.0 underpinnings, followed by an important AI typology that comprises robotic process automation (RPA), machine learning (ML), and deep learning (DL) applications. We then offer a high-level synopsis of existing CE research, followed by the development of a set of integrative propositions of CE in automated service interactions. Next, we introduce the Special Issue papers, which feature particular RPA, ML, or DL applications. We conclude with an overview of further research avenues in this growing area, which has the potential to develop into a powerful service research substream in the coming years.

This research examines the implications of manager reprimands of frontline employees following a service failure incident. Drawing upon social exchange theory and looking at both customer and employee reactions, three studies find that customers are more satisfied with failed service encounters when they are aware the employee was reprimanded. This effect is on par with other types of service recoveries, mediated by deontic justice perceptions and moderated by the customer's just-world beliefs, such that high believers are more satisfied than low believers when they are told about an employee's reprimand. Direct observation of the reprimand acts as a key boundary condition whereby customers become dissatisfied when they are present during the reprimand. Furthermore, we find that customer perceptions of frontline reprimands are tied to reprimand privacy, whereas employee perceptions are tied to reprimand civility. This research is the first to simultaneously examine the effects of workplace reprimands on customer and frontline employee satisfaction. For managers, our findings illuminate the usefulness of communicating employee reprimands to customers, thus representing a low-cost alternative to other types of recovery efforts.

There is compelling evidence that incidents of customer rage are on the rise and not just in Western, individualistic societies. Changing social and economic conditions in collectivist societies (e.g., emerging consumerism and rising wealth in China) have spawned the emergence of customer rage in Eastern countries. To this end, we examine how customer rage–associated emotions, expressions, and outcomes differ across Eastern and Western cultures. Results drawn from 982 frontline service customers from two Eastern (China and Thailand) and two Western (Australia and United States) countries show that although consumers from Western cultures are more likely to exhibit rage emotions, consumers from Eastern cultures are more likely to report a desire for revenge and express their emotions in both overt and more subtle ways. That is, customers from Eastern cultures, while slow to display anger, once initiated, their rage expressions toward frontline service workers tend to be physical and vengeful. This result contradicts generally held beliefs that Eastern consumers are reticent to express negative emotions. With these findings in mind, and to minimize damaging customer rage incidents, firms regularly engaged in cross-cultural service encounters need to provide intercultural awareness and communications training that equip frontline employees to understand customs, manners, etiquette, and expectations of Eastern and Western cultures in general and even specific cultural segments.