The Availability Heuristic and Perceived Risk
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 15, Heft 1, S. 13
ISSN: 1537-5277
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In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 15, Heft 1, S. 13
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 14, Heft 4, S. 548
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 10, Heft 4, S. 398
ISSN: 1537-5277
In: Applied social psychology
This unusual volume begins with a historical overview of the growth of attribution theory, setting the stage for the three broad domains of application that are addressed in the remainder of the book. These include applications to: achievement strivings in the classroom and the sports domain; issues of mental health such as analyses of stress and coping and interpretations of psychotherapy; and personal and business conflict such as buyer- seller disagreement, marital discord, dissension in the workplace, and international strife. Because the chapters in Attribution Theory are more research-
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 32, Heft 2, S. 196-206
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 36, Heft 6, S. 899-914
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 30, Heft 1, S. 125-137
ISSN: 1537-5277
In: Journal of service research, Band 14, Heft 3, S. 302-317
ISSN: 1552-7379
Employees sometimes engage in uncivil behavior in the workplace. We ask (a) How commonly do customers witness an employee behaving uncivilly? (b) What negative effects does customers' witnessing of an employee's uncivil behavior have on customers and firms? (c) Why do these effects occur? The results of three studies suggest that it is not uncommon for customers to witness an employee behaving in an uncivil manner. It occurs in many industries. Moreover, witnessing such behavior makes customers angry and creates desires to get back at the uncivil perpetrator and the firm. These effects occur even when a manager's uncivil comment is aimed at correcting a subordinate's job-related offense and even when it is delivered offstage, outside of the customer servicescape. Finally, we demonstrate that these effects are driven by customers' concerns about deontic injustice from incivility (reaction to a wrongful misconduct that violates fairness standards). These results contribute to the literature on workplace incivility and customer reactions to service encounters as well as the burgeoning literature on customer anger and revenge. We suggest that organizations invest in training programs focusing on employee civility. Managers should receive training in coaching to mitigate against the detrimental effects of incivility.
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 36, Heft 4, S. 660-670
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 30, Heft 4, S. 622-628
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 20, Heft 3, S. 467
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 13, Heft 4, S. 534
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 45, Heft 6, S. 1350-1368
ISSN: 1537-5277