고객 요구에 대한 방해요인 평가가 직무열의와 적응판매행동에 미치는 영향 연구 : 고객지향성·판매지향성의 조절효과

신진호,유재원 한국생산성학회 2022 生産性論集 Vol.36 No.1

This paper aims to identify the influence of customer demand on the adaptive selling of department store employees based on the job demand and resource(JD-R) model. Store managers consider front-line employees as one of the important resources to obtain a competitive advantage. It is because employees contribute greatly to securing new customers and loyal customers when they interact with customers. Customers sometimes, however, ask the salespeople for excessive demand and use insulting words toward the salesperson. Negative experience from customers makes salesperson get stressed, emotionally exhausted. The JD-R model well explains the relationship between employees’ burnout and job engagement. Based on the JD-R model, the authors try to check the effect of customers’ hindrance requirements on work engagement and adaptive selling. In addition, this study examines customer( selling) orientation as a moderating variable that mitigates(reinforces) the negative effect of customer demand on employees’ work engagement. Salespeople must respond to customer requests. According to the JD-R model, customers’ excessive and diverse requests can be a demanding factor for salespeople. For employees, customer demands naturally lead to negative job out-comes because they create tension or emotional burnout. When salespeople perceive customer needs as barriers or obstacles, they experience negative emotions. Job resources, however, alleviate these negative impacts. Intrinsic motivation of salespeople such as customer orientation helps to reduce role conflict and manage task pressure. Customer-oriented employees are interested in learning about their customers and providing optimal solutions to them. Since encounters play a key role in delivering value by interacting with customers, customer orientation can be considered as a job resource that enhances employees’ work engagement. Selling orientation, on the other hand, reinforces the negative impact of customer requests on work engagement. As an opposite concept of customer orientation, selling orientation focuses on sales performance, not customers’ well-being or needs. It means that sales-oriented employees tend to maximize their short-term profits through sales activities. If employees who value short-term goals are required to handle hindrance demands from customers, they will focus only on the given situation. Therefore, rather than feeling enthusiasm, dedication, or a positive sense of achievement for the job, they will focus on completing the task in front of them. It means that the negative impact of customer requests on work engagement will be stronger. Numerous studies claim that work engagement is associated with positive job performance. Employees with high work engagement showed higher in-role and extra- role behaviors than employees who did not. In other words, salespeople with high work engagement not only do the assigned work but also care for customer needs and change sales behavior while interacting with customers. For this study, salespeople working in department stores in South Korea were asked to participate in the survey. Hypotheses were tested based on 437 responses using SmartPLS and SPSS. It is found that customer’s hindrance requests negatively influence employee’s work engagement, and consequently weaken the adaptive selling. Customer orientation, however, alleviates the negative impacts of hindrance requests on work engagement, while selling orientation intensifies. This study suggests the following academic and practical implications. First, this study broadens the understanding of the JD-R model. In previous studies, sales orientation was considered as a positive moderator. However, this study covered that when employees face a negative situation, their selling orientation worsens the negative impact of customer requests on work engagement. Second, the authors suggest store managers should support and take measures to support salespeople be...

EMOTION, COMPENSATION AND CUSTOMER ENGAGEMENT: EVIDENCE FROM LUXURY HOTELS IN CHINA

Doris Chenguang Wu,Namho Chung,Zhaohan Hua,Hee Chung Chung 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Introduction Although hotel employees are trained to deliver the best service, service failures may happen at any time because service is delivered by people to people (Susskind, 2002). Moreover, customers are more impressed by failed services than good services (Titz, 2001). According to the recovery paradox, customers have higher satisfaction level after experiencing a service failure if they receive satisfactory service recovery or compensation (McCollough & Bharadwaj, 1992). With the development of information communication technology and mobile device, customers can receive personalized services in recent days (Migacz, Zou, & Petrick, 2018). They also can easily share their experience on the online review platforms such as TripAdvisor, as well as select hotels based on shared online reviews (Liu & Park, 2015; Nieto-Gara?a, Mu?oz-Gallego, & Gonz?lez-Benito, 2017). Therefore, it is important for hotel managers to understand the mechanisms for service failure and recovery strategy. Thus, this study aims to examine the relationship between different emotion, customer engagement and brand loyalty under the context from the luxury hotels in China that different service failure compensation strategies are adopted. Particularly, the following two research questions are aimed to be addressed: First, do emotions (anger, regret and helplessness) significantly affect hotel brand loyalty through customer engagement? Second, does compensation type (immediate vs. delayed) significantly affect customer engagement and hotel brand loyalty based on customers’ emotions? The results of this study will benefit industry practitioners for formulating effective service failure recovery strategies. Theoretical frameworks and hypotheses development Stimulus-Organism-Response framework Stimulus-Organism-Response (S-O-R) framework is a commonly used form of behavioral research in which events or occurrences are said to be the result of certain stimulus leading to a certain response, following a set of organism processes (Kim & Lennon, 2013; Mehrabian & Russell, 1974). In behavioral research, the S-O-R theory explains “how” something happens and a variance theory describes “why” (Chiles, 2003). We adopted the S-O-R framework in an attempt to explain the effect of the compensation types (immediate vs. delayed) on hotel brand loyalty. In our research model, customer engagement is used an intervening construct on the causal relationship between emotions of customer (anger and regret as a retrospective emotions, helplessness as a prospective emotion) (Gelbrich, 2010) and hotel brand loyalty. Customer engagement is composed of multidimensional concepts of identification, enthusiasm, attention, absorption, and interaction (So, King, & Spark, 2014). Our model thus explains four basic processes of relationship impact on service failure as “stimulus”, emotions and customer engagement as “organism”, and hotel brand loyalty as “response”. This study also emphasizes compensation type as “moderator”. The model shows how to enhance the understanding of emotions that affect hotel brand loyalty through customer engagement based on the moderating effect of compensations type. Customer engagement It is important for a firm to manage customers to improve a firm’s performance. Customer management has transformed from customer transactions, to relationship marketing, and then engaging customers (Pansari and Kumar 2017). There are different definition about customer engagement and most of them define customer engagement as the activity of the customer toward the firm. For example, Pansari and Kumar (2017) define customer engagement as how customer contributes to the firm by “the mechanics of a customer’s value addition to the firm, either through direct or/and indirect contribution.” Vivek et al. (2012) define customer engagement as “the intensity of an individual’s offerings or organizational activities, which either the customer or the organization initiates” (p.127). It has been discussed that customer engagement has been affected by customer emotion and also has significant impact on behaviour intention and brand loyalty. However it has not been discussed under service failure context and when different types of compensation strategies are employed. This study therefore aims to explore this mechanics. Under hospitality context, So, King and Sparks (2014) develop five factors to measure customer engagement: identification, enthusiasm, attention, absorption, and interaction. Since this study also examine hotel guest customers, we adopt the scale of So et al. (2014) due to its comprehensiveness and consistent context. Service failure and emotion Customer emotion is an important antecedent of customer engagement. Currently firms have been shifted their focus from selling products to emotional connection with their customers (Pansari and Kumar 2017). Positive emotion may enhance customer engagement and thereby improve customer loyalty. But when service failure occurs, customers have different negative emotions including anger, frustration, helplessness, regret amongst others. These negative emotions of customers disappoint customers themselves and reduce customer loyalty. Different emotions may have different impact on customer engagement. Anger often refers to the attributes of others such as the service providers (Weiner, 1985) whereas regret often refers to the service failure locus of customer himself/herself such as the customer is regret to choose this service provider (Roseman, 1991). Both anger and regret refer to retrospective emotions and when customer would like to solve questions they may also negative emotion of helplessness which is called prospective emotions (Davidow, 2003; Gelbrich, 2010). This study aims to examine and differentiate the impact of two retrospective emotions of anger and regret and one prospective emotions of helplessness. The first hypothesis is therefore proposed: H1: Anger has negative impact on customer engagement. H2: Regret has negative impact on customer engagement. H3: Helplessness has negative impact on customer engagement. Service failure compensation Though service providers aim to deliver zero fault service, it is inevitable service failure may occur that may bring customers anger and dissatisfaction and damage the customer loyalty thereby. It is found that compensation is an effective way to comfort and delight the dissatisfied customers. Therefore, it is important to formulate effective compensation strategy when service failure occurs. Different compensation strategies such as monetary or nonmonetary (Fu et al. 2015), immediate or delayed compensation (Boshoff, 1997; Davidow, 2003), may be suitable to different contexts/situations. According to prospect theory, a customer is risk-reverse in case of gains. A customer may value products available now more than products obtained in the future due to the higher certainty of the former. Similarly, immediate compensation has less uncertainty than delayed compensation, and therefore is supposed to have higher value. Therefore customers with anger are assumed to have higher customer engagement when immediately compensated. On the other hand, regret customers attribute failure to himself/herself and therefore less expect compensation. The immediate compensation may lead to unfair and thereby less effect than delayed compensation. Therefore immediate compensation may not always be superior over the delayed one under different contexts. We therefore propose the second hypothesis: H1a: Compensation type (immediate vs. delayed) moderates the relationship between anger and customer engagement. H2a: Compensation type (immediate vs. delayed) moderates the relationship between regret and customer engagement. H3a: Compensation type (immediate vs. delayed) moderates the relationship between helplessness and customer engagement. Brand loyalty Brand loyalty refers to the loyalty of a customer toward the brand both behaviourally and attitudinally (Dick and Basu 1994; Li and Petrick 2008; So, King, Sparks, and Wang 2013). It is a key goal of marketing activities, and its antecedents have been extensively examined such as satisfaction, perceived quality, received value, and brand trust, amongst others. Customer engagement, as the activity of a customer toward to a firm, is naturally viewed to influence brand loyalty. This study therefore adopts brand loyalty as the consequence of customer engagement. Furthermore, we would like to examine if compensation types have moderating effect between customer engagement and brand loyalty. We therefore propose below two hypotheses: H4: customer engagement has positive impact on brand loyalty. H4a: Compensation type (immediate vs. delayed) moderates the relationship between customer engagement and brand loyalty. The research model is shown in Figure 1 where all hypotheses are demonstrated. Our research model is developed based on the S-O-R framework in which emotions are antecedent of customer engagement, and customer engagement impacts hotel brand loyalty. This research model also shows the moderating effects of compensation types has on causal relationships between the aforementioned constructs. Methodology Scenario design Scenario based questionnaire is designed to obtain quantitative data for analysis. Based on the interview with hotel managers/operators, one service failure scenario and two compensation scenarios (immediate and delayed) are designed. In-depth interviews with a couple of hotel managers and guests were conducted to verify the realisation of the scenarios formulated. The questionnaire begins with a screening question: in the previous 12 months have you ever had experience staying in a four- or five-star hotel? The survey would only continue if the answer is “yes”. Then the participant is asked to write down the name of this hotel and read the below service failure scenario thereby. Service failure scenario: Imagine you have checked into this hotel again. During your stay in hotel, you send your coat for laundry. It is a nice coat and you bought it a year ago with the price of 1000RMB. However when you collect the cleaned coat, you notice that there is a damage on your coat which makes you cannot dress this coat anymore. You therefore call the service counter for complain. Immediate and delayed compensation scenarios were designed as follows: Immediate compensation scenario: after 15 minutes, the duty manager of the hotel went to our hotel and expressed his sincere apology. You showed him about the damage and informed him the original price of your coat. The manager offered you the cash compensation with the original price of your coat and you agree with this. After half an hour you received 1000RMB cash as the compensation. Delayed compensation scenario: after 15 minutes, the duty manager of the hotel went to your room and expressed his sincere apology. You showed him about the damage and informed him the original price of your coat. The manager said according to the hotel policy, they need to check how this happened and confirm the price of your coat first before making the compensation for you. After two weeks you left the hotel, you received 1000RMB compensation which is transferred into your bank account directly. Participant emotion is measured after the participants read the service failure scenario and before they read the compensation scenario. Each participant is randomly assigned to be involved in one compensation scenario only. Customer engagement and hotel brand loyalty are measured after the compensation happened. Variable measurement Customer engagement is measured using 25-item scale developed by So et al. (2014) in which five factors are involved: identification, enthusiasm, attention, absorption, and interaction. Particularly, identification is measured by four attributes: “When someone criticizes this brand, it feels like a personal insult”, “When I talk about this brand, I usually say we rather than they”. “This brand’s successes are my successes”. “When someone praises this brand, it feels like a personal compliment”. Enthusiasm is measured by five attributes: “I am heavily into this brand”. “I am passionate about this brand” “I am enthusiastic about this brand” “I feel excited about this brand” “I love this brand”. Attention is measured by five attributes: “I like to learn more about this brand” “I pay a lot of attention to anything about this brand” “Anything related to this brand grabs my attention” “I concentrate a lot on this brand” “I like learning more about this brand” . Absorption is measured by five attributes: “When I am interacting with the brand, I forget everything else around me” “Time flies when I am interacting with the brand” “When I am interacting with brand, I get carried away” “When interacting with the brand, it is difficult to detach myself” “In my interaction with the brand, I am immersed” “When interacting with the brand intensely, I feel happy”. Interaction is measure by five attributes: “In general, I like to get involved in brand community discussions” “I am someone who enjoys interacting with likeminded others in the brand community” “I am someone who likes actively participating in brand community discussions” “In general, I thoroughly enjoy exchanging ideas with other people in the brand community” “I often participate in activities of the brand community”. Three emotion of anger, regret and helplessness are included as the measurement of emotion. Particularly, according to Gelbrich (2010), three attributes are adopted to measure anger “I would feel angry with the hotel/hotel employees”, “I would feel mad with the hotel/hotel employees”, and “I would feel furious about the hotel/hotel employees”. Three statements are employed to measure regret (Tsiros & Mittal 2000): “I would feel sorry for choosing this hotel”, “I regretted choosing this hotel”, and “I should have chosen another hotel”. Four statements are used to measure helplessness (Gelbrich 2010): “I would feel helpless”, “I would feel lost”, “I would feel defenceless”, and “I would feel stranded.” Five statements are used to measure brand loyalty (So, King, Sparks, & Wang 2013): “I would say positive things about this brand to other people.” “I would recommend this brand to someone who seeks my advice.” “I would encourage friends and relatives to do business with this brand.” “I would consider this brand my first choice to buy services.” “I would do more business with this brand in the next few years.” A seven-point Likert scale ranging from 1 (=disagree strongly) to 7 (=agree strongly) is adopted for all measurement. Data collection and analysis method In-depth interview with managers from upscale hotels and customers will be used to finalize scenarios. Opinions of academic experts will be used to revise variable measurements and questionnaires. Convenience sampling method will be adopted to obtain about 400 respondents who has experience of staying at four- or five-stars hotels in China in the previous year. Regarding with data analysis, Partial least square structural equation modelling (PLS-SEM) is used to test the hypotheses proposed. Expected results The manipulation check has been conducted to verify the scenarios designed. The negative relationship between emotions and customer engagement are expected and compensation timing (delayed or immediate) may moderate this relationship. Most importantly, it is expected that this moderating effect varies when different emotions and customer engagement are examined. Contributions The theoretical contributions have three folders. Firstly, this study first considers compensation timing into the examination of relationship between different negative emotions and customer engagement, after service failure occurs. Secondly, this study adopts stimulus-organism-response theory to explore the mechanism how service failure could be well recovered by relationships of different negative emotions, effective compensation type, customer engagement, and brand loyalty. Thirdly, this study applies second order factor for the measurement of customer engagement and also divides negative emotions into retrospective and prospective ones to shed light on customer engagement in the context of service failure and compensation. The practical implication of this study will benefit industry practitioners for their formulation of compensation strategies. Especially as the development of big data, hotel industry is able to adopt different strategies for individuals to maximize customer experience. The findings of this study could propose different strategies for different situations/individuals thereby.

EFFECTS OF EXPERIENTIAL MOTIVATION AND CUSTOMER ENGAGEMENT ON CUSTOMER VALUE CREATION AND SHOPPING BEHAVIOR

Myoung-a An,Sang-Lin Han 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Introduction The retail environment, which is offering special experience to consumers based on customized consumer lifestyle, creates customer value from voluntary customer engagement. In recent study, it is shown that customer engagement is becoming an important factor which determines the characteristics of customer behavior in the retail and hospitality industries. However, the study of customer engagement has mainly focused on its performance in marketing field ( Hapsari, Clemes, and Dean, 2017; Kumar and Pansari, 2016) and most researches have handled the concept of customer engagement from the perspective of online environment(Shin and Byun, 2016; Jeon, 2016). Theoretical Development This study aims to investigate the psychological motivation for customer engagement and to examine the underlying factors of customer behavior in offline retail environment based on experience economy theory and Self-Determination Theory(SDT). First, this study investigates the relationship between perceived psychological benefits (autonomy, competence, and relatedness) and intrinsic motivation. Also, this study tried to analyze the relationship between intrinsic motivation and customer engagement (conscious participation, enthusiasm, and social interaction). Second, we tried to examine the relationship between customer engagement and customer creation value (functional value, hedonic value, and social value). Thirdly, we suggested the effect of customer creation value on customer purchasing behavior (shopping memories, customer satisfaction, word-of-mouth, and revisit intention). In addition, we attempted to find the mediating effect of the hedonic value between customer engagement and shopping memories; customer engagement and customer satisfaction. Futhermore, we investigated the mediating effect of shopping experience between hedonic value and customer satisfaction. Finally, We discussed the managerial implication for differentiated competitive advantage in the experience-based retail environment. Research Design and Model Testing To test the research hypotheses and our research model, we conducted questionnaire survey from the respondents who have ever been to the major experience-based shopping malls within 6 months. Through the confirmatory factor analysis, reliability and validity of the study constructs were verified. By using the structural equation model, research hypotheses were tested and most research hypotheses were statistically significant and accepted. The final research model also showed the statistical significance with the goodness-of-fit indices. Result and Conclusion As shown in the results of this study, the experience-based retail environment leads to higher customer engagement and increase the customer’s hedonic value and reinforce positive shopping memories. Specifically, the experience-based retail environment is offering psychological benefits and customers enjoy experience itself. During the shopping experience, the customers are motivated for customer engagement. The managerial implications of the study results for the corporate managers in the retail and/or hospitality industries were also discussed.

CUSTOMER ENGAGEMENT IN VIRTUAL TOURISM COMMUNITIES: MEDIATING CUSTOMER IDENTIFICATION AND PURCHASING BEHAVIORS

Xiaoyun Han,Lianlian Hua,Lin Hu 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Despite the increasing attention to customer engagement (CE) by practitioners and academics, extant studies have largely been restricted to conceptualized relationships without empirical testing (So, King, & Sparks, 2014). Drawing on social identity theory and social exchange theory, this study develops a research model delineating the relationship between customer identification (CI), CE and customer purchasing behaviors in virtual communities. The model was tested with structural equation modeling and survey data from 513 members of two virtual tourism communities. Results indicate that both customer-community identification and customer-customer identification (constituting two classifications of CI) have directly positive effect on customer engagement attitude, on which the duration of membership in a community has a moderating effect. Additionally, customer-customer identification influences customer engagement behavior directly and positively, of which customer engagement attitude is the psychological foundation. Finally, customer engagement attitude and customer engagement behavior will promote customers’ purchasing behaviors. The contribution of this paper is that CE has been empirically validated to compose of customer engagement attitude and customer engagement behavior these two separate variables, and CI is testified to be an antecedent rather than a dimension of CE, in line with the standpoints proposed by Algesheimer, Dholakia, and Herrmann (2005).Through the current investigation, empirical studies into the concept connotation and formation mechanism of CE are enriched, and the insight into customer behavior management and CE marketing is intensified.

INTRINSIC MOTIVATORS AND PSYCHOLOGICAL BENEFITS OF CUSTOMER ENGAGEMENT IN TOURISM SOCIAL MEDIA SITES

Liang Wang,Henry Tsai,Tianyu Ying 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Since the late 1980s, information communication and technology (ICT) have reshaped the landscape of the tourism industry (Buhalis & Law, 2008). Thanks to the Web 2.0 technology, tourism practitioners have never been this close to their customers over social media platforms. According to Kaplan and Haenlein (2010), social media refers to “a group of Internet-based applications which build on the ideological and technological foundations of Web 2.0 and that allow the creation and exchange of User Generated Content” (p. 61). In line with this definition, electronic social networks, user-generated content aggregators, as well as location-based applications are all typical social media platforms, across which enable customers to create, edit, and share content. The increasingly growing social media platforms have greatly facilitated implementations of customer engagement strategies for organizations. As a psychological state, customer engagement is featured by interactive customer experiences with an organization, which encourage psychological, emotional, and physical investment a customer has in the organization (Harrigan, Evers, Miles, & Daly, 2017). In the tourism and hospitality context, customer engagement strategies are as critical in strengthening customer loyalty, trust, and brand evaluations (So, King, & Sparks, 2016). Useful insights have been gained relating to conceptualization and measurement scale of customer engagement, organizational and cultural obstacles to consumer engagement within hotel organizations (Chathoth et al., 2014), customer engagement in a social media context alongside the process of recognition (Cabiddu et al., 2014). Underlying the practical and theoretical significance of customer engagement lies the subjective nature of views on the social media platforms. Goh, Heng, and Lin (2014) recognized that engagement in social media brand communities positively lead to enhanced purchase expenditures through embedded information and persuasion. Quantitively, the persuasive effect of user generated information is at least 22 times more than that of marketer’s in terms of marginal effect. Although previous research has examined consequences of consumer engagement, there has been less attention paid to its causes. Meanwhile, as far as Brodie et al. (2011) were concerned, the persistency of consumer-brand engagement is contingent on an assessment of tangible and intangible costs against possible benefits such as product news and offers. Therefore, identification of these benefits can offer supplementary insights into current literature of consumer engagement. The current study utilizes the self-determination theory to uncover how engagement in social media activities is facilitated by consumers’ intrinsic motivators and what psychological benefits can consumer obtain from such engagement, as either psychological state or process (Brodie et al., 2011). Research subjects in this study are Chinese social media users. According to eMarketer’s (2017) estimated that more than 80 percent of Internet users in China (i.e., around 626 million people) accessed social networks regularly in 2017. The importance of tapping this massive market can never be overestimated.

Impact of Customer Experience and Customer Engagement on Satisfaction and Loyalty: A Case Study in Indonesia

Sudirman ZAID,Patwayati PATWAYATI 한국유통과학회 2021 The Journal of Asian Finance, Economics and Busine Vol.8 No.4

This study aims to examine the impact of customer experience and customer engagement on customer satisfaction and customer loyalty in e-retailing in Indonesia. This study uses data from 512 respondents in six e-retailing namely; Bukalapak, Tokopedia, Lazada, Blibli, Shopee and Zalora which are often used by students at the Department of Management, Faculty of Economics and Business, Halu Oleo University of Indonesia. The structural model developed in this study was tested using Partial Least Squared (PLS). The results of the study found that there was a reciprocal relationship between customer experience and customer engagement. The results also found that customer experience and customer engagement have a positive and significant effect on customer satisfaction and customer loyalty. Customer satisfaction have a positive and significant effect on customer loyalty. In this study it was also found that customer experience has an indirect effect on customer satisfaction and customer loyalty through customer engagement, and customer engagement also has an indirect effect on customer satisfaction and customer loyalty through customer engagement. This study was focused on relationship between customer experience, customer engagement, satisfaction and loyalty. Therefore, future research is expected to be able to test the determinant factors of customer experience and customer engagement.

FOOD AS A WAY TO ENGAGE CUSTOMERS WITH LUXURY BRANDS

Mototaka Sakashita,Vijay Viswanathan,Ewa Maslowska 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

Engagement has aroused tremendous interest in the marketing community, but studies examining engagement with luxury brands are absent. This study investigates whether luxury stores can use food to drive engagement with different customer segments. The results have important managerial implications and further our understanding of the behavioral drivers of (dis)engagement. The old marketing reality in which brands communicate with customers through one-way advertising messages is long gone (Campbell, Parent, Berthon, 2011). Now, it is not only brands that broadcast messages to customers, but customers can initiate or actively participate in conversations with brands. This customers’ participation in conversations with brands can have an effect on their and other customers’ purchase decisions. Therefore, brands are now focusing on using advertising to get customers engaged with them. Customer engagement has become a new way of describing brands’ relationships with customers. Scholars have offered many definitions of engagement. Some of them emphasize the psychological aspects of engagement (e.g., Calder Malthouse, and Schaedel, 2009; Mollen and Wilson, 2010), while others describe engagement in behavioral terms (e.g., Van Doorn et al., 2010; Verhoef et al., 2010). The most comprehensive definition of customer engagement was offered by Brodie et al. (2011: p. 790) who describe customer engagement as “a psychological state that occurs by virtue of interactive, co-creative customer experiences with a focal agent/object (e.g., a brand) in specific service relationships. It occurs under a specific set of context-dependent conditions generating differing customer engagement levels; and exists as a dynamic, iterative process within service relationships that co-creates value. Customer engagement plays a central role in a nomological network governing theoretical relationships in which other relational concepts (e.g., involvement, loyalty) are antecedents and/or consequences of iterative customer engagement processes. It is a multidimensional concept subject to a context- and/or stakeholder-specific expression of relevant cognitive, emotional and/or behavioral dimensions.” As both this definition and other definitions in the extant literature (e.g., Calder et al., 2009; O’Brien & Toms 2010).

고객무례경험이 직무열의를 매개로 서비스 성과에 미치는 효과: 고객파워와 직무자율성의 역할을 중심으로

강성호,허원무,김민성 한국마케팅관리학회 2019 마케팅관리연구 Vol.24 No.3

본 연구에서는 고객접점직원들의 고객무례경험이 서비스 성과에 미치는 메커니즘을 설명하기 위해서 직무열의의 매개효과를 검증했다. 또한, 고객무례경험이 직무열의에 미치는 효과를 조절할 수 있는변수로서 고객파워와 직무자율성의 역할을 분석했다. 이러한 연구모형을 검증하기 위해 소매업, 은행, 호텔 등 다양한 고객접점에 종사하는 종업원 522명을 대상으로 설문조사(온라인패널 조사)를 진행했다. 확인적 요인분석을 통해 측정문항의 신뢰도와 타당성을 검증했고, Hayes’ PROCESS Macro를 이용해서 각각의 가설들을 검증했다. 가설검증결과, 첫째, 고객접점직원들의 고객무례경험은 직무열의를 매개로 서비스 성과에 부의 영향을 미치는 매개효과가 검증되었다. 둘째, 고객접점직원들이 고객파워를 작게 인식할수록 고객무례경험이 직무열의에 미치는 부정적 영향의 정도는 감소되었다. 마지막으로, 직무자율성이 높을수록 고객무례경험이 직무열의에 미치는 부정적 영향의 정도가 감소됨을 확인할 수 있었다. 유의미한 매개효과와 조절효과를 바탕으로, 조절적 매개효과도 분석했다. 분석결과, 고객접점직원들이 고객파워를 작게 지각할수록, 고객무례경험이 직무열의를 매개로 서비스 성과에 미치는 부의 효과가 감소되는 것으로 나타났다. 또한 직무자율성이 높다고 인식할수록, 고객무례경험이 직무열의를 매개로 서비스 성과에 미치는 부의 효과가 감소되는 것으로 나타났다. 이러한 연구결과를 바탕으로 다양한이론적, 실무적 시사점을 제공하였다. The present study examines the effect of service employees’ experienced customer incivility on service performance through work engagement. We identified customer power and job autonomy as boundary conditions that weakens the negative relationship between employees’ experienced customer incivility and work engagement. To test this mediating and moderating effects, we collected online panel surveys from 522 Korean service employees at the single time (i.e., cross-sectional design). As predicted, the negative relationship between service employees’ experienced customer incivility and service performance was fully mediated by work engagement. Of the two forms of boundary conditions, customer power exerted a significant moderating effect on the experienced customer incivility-work engagement relationship, such that this relationship was more pronounced when service employees experienced a high level of customer power than when customer power was low. Customer power further moderated the indirect effect of experienced customer incivility on service performance through work engagement. In addition, job autonomy also reduced the negative relationship between experienced customer incivility and. work engagement. Finally, we found that job autonomy further decreased the indirect effect of experienced customer incivility on service performance through work engagement. These findings have theoretical implications for customer incivility research and managerial implications for practitioners.

직원의 서비스 유형, 고객 동일시 및 인게이즈먼트가 고객 지향성에 미치는 영향

유영우,전홍식 한국생산성학회 2023 生産性論集 Vol.37 No.4

The purpose of this study is to academically investigate the influence of differences in the main service typologies of employees(good-domoinant logic:GDL vs. service-dominant logic:SDL) on customer orientation. Additionally, it aims to explore various factors that influence the relationship between the difference in employees’ service types and customer orientation such as customer-employee identification and engagement. A summary of the research findings is as follows. First, the results for Hypothesis 1 indicate that employees with SDL show higher customer orientation than those with GDL. This can be interpreted as the result of standardization of employees’ performance through concentrated education and monitoring, as job or work in a simple good-dominant logic is very routine. Second, in the case of Hypothesis 2, employees with SDC are expected to show a higher degree of customer-employee identification than those who simply sell products with GDC, and there is a positive correlation between the degree of customer-employee identification and customer orientation. This is confirmed by the fact that the degree of employee’s customer-employee identification has been mediated between the service typologies of the employee and the customer orientation. Finally, for employees with GDL (vs. SDL), organizational-based engagement (vs. professional engagement) is primed and for employees corresponding to SDC (vs. GDC), job engagement (vs. organizational engagement) is primed when customer orientation is higher. It was confirmed that the customer orientation differs depending on the interaction between the employee’s service typologies (GDC vs. SDL) and engagement (professional engagement vs. organizational engagement). This study includes various management implications that can appear in businesses and organizations.

Examining the effects of brand love and brand image on customer engagement: An empirical study of fashion apparel brands

Jamid Ul Islam,Zillur Rahman 한국마케팅과학회 2016 Journal of Global Fashion Marketing Vol.7 No.1

Organizations are making huge investments to embrace customer engagement. Customer engagement has become a central concept in customer–brand relationships. The empirical investigation of customer engagement is covered in previous literature, yet none of the studies so far have empirically examined the relationships between brand image and brand love simultaneously with regard to customer engagement in the fashion apparel context. This study is the first to investigate customer engagement in the context of fashion apparel. It examines the effects of brand image and brand love on customer engagement. Customer loyalty as an outcome of customer engagement is also studied. To collect data, self-administered questionnaires were distributed to 430 students, of whom 403 students returned the completed questionnaires. Structural equation modeling (SEM) using AMOS 20.0 software was used to test the hypotheses. Results reveal that brand image and brand love significantly influence customer engagement. Brand love was also found to act as a mediator between brand image and customer engagement. The results also reveal that customer engagement influences customer loyalty. The results can prove helpful to practitioners in engaging customers while branding and marketing their fashion apparel brands so as to build a loyal customer base. The development of the research model can also provide a stage for scholars to undertake future research.