Racism has changed its form over the decades and has become more subtle and indirect than the blatant forms in the past (Gaertner & Dovidio, 2005; Sue et al., 2007; Sue, 2010; Tropp & Molina, 2012). As a result, it is becoming more difficult for minority groups to identify and call them out (Sue et al., 2007). Subtle racism can be detrimental to minority groups in that they can deteriorate performances and when accumulated, they can have negative consequences such as mental and physical health problems (Sue et al., 2007; Sue, 2010; Ong et al., 2013). Recognizing the issues regarding subtle racism, the research questions were the following: (1) Are there differences in the experience of indirect discrimination in a retail context between racial minorities and majorities?; (2) Do minorities use different strategies to solve these situations and why?; and (3) What are the consequences of subtle discrimination in the retail environment? To test the research questions, a total of 599 participants were recruited through Amazon Mechanical Turk. Participants were randomly assigned to read either a racial microaggression scenario or a control scenario (a scanner unable to read a discount coupon) and they were asked to select why the incident happened to them. Further, they were asked to answer how they felt after reading the scenario and then respond to the outcome variables repatronage intention, word of mouth, and complaint intention. The findings of the study showed that Asians tend to attribute their racial identity as to why retail employees maltreated them. While Caucasians would simply state that an employee was busy or would not put much thought as to why a service failure occurred, Asians were more burdened by the thought that their race was an issue. After an employee showed subtle discriminations, Asians experienced less positive emotions than Caucasians, which resulted in them deciding to avoid the retail store. This may be due to their belief that they have less control over the situation and would rather not confront the employee or a manager on the issue. Implications and future research directions are discussed.

• Heejin An(University of Minnesota, USA)
• Hye-Young Kim(University of Minnesota, USA)