At a time when research on service failure and recovery is at a crossroads in terms of growth and relevance (Grégoire and Mattila 2021), this research studies an original context - the French manga market - in which the service providers behind the failure successfully decide not to be the recovery actors.

This study explores multiple variables of an OTT service for discovering hidden relationship between rating and the other variables of each successful and failed content, respectively. In order to extract key variables that are strongly correlated to the rating across the contents, this work analyzes 170 Netflix original dramas and 419 movies. These contents are classified as success and failure by using the rating site IMDb, respectively. The correlation between the contents, which are classified via rating, and variables such as violence, lewdness and running time are analyzed to determine whether a certain variable appears or not in each successful and failure content. This study employs a regression analysis to discover correlations across the variables as a main analysis method. Since the correlation between independent variables should be low, check multicollinearity and select the variable. Cook's distance is used to detect and remove outliers. To improve the accuracy of the model, a variable selection based on AIC(Akaike Information Criterion) is performed. Finally, the basic assumptions of regression analysis are identified by residual diagnosis and Dubin Watson test. According to the whole analysis process, it is concluded that the more director awards exist and the less immatatable tend to be successful in movies. On the contrary, lower fear tend to be failure in movies. In case of dramas, there are close correlations between failure dramas and lower violence, higher fear, higher drugs.

Service failure of high severity can lead to high recovery satisfaction when recovery efforts are seen very fair. Customers satisfied with recovery efforts and displaying high attachment anxiety will continue to repurchase. Attachment avoidance did not have an impact on the behavioural intentions and neither did the brand authenticity perception.

본 연구의 목적은 국내 레스토랑 이용객의 서비스 실패 후 감정변화에 영향을 미치는 실패 귀인 요소, 그리고 고객의 브랜드 관계 품질이 서비스 실패 귀인 지각에 대한 환원효과를 검증하는 것이다. 본 연구의 시사점으로는 귀인이론은 귀인이론과 귀인적 이론으로 구분할 수 있는데 한 모형에서 귀인이론에 영향을 미치는 개인 신념과 귀인 후의 감정반응 간의 영향관계를 통합적으로 측정하는 연구는 미미하다. 신념(BRQ: Brand Relationship Quality)-귀인-감정 3단계 모형을 구축하고 충돌 감정 반응(분노 VS동정)의 독립성을 같이 검증되었다. 먼저, 감성적BRQ(친밀감 및 사랑)은 통제가능성 귀인에 미치는 환원효과가 있는데 행동적BRQ(상호의존)은 통제가능성 귀인에 미치는 확대효과가 있는 것으로 나타났다. 관리적 관점에서 레스토랑 관리자는 고객의 서비스 실패의 반복 발생 가능성 지각을 낮추고 고객의 동정을 환기해야 한다. 통합적으로 레스토랑 관리자는 고객의 서비스 실패 귀인 지각을 잘 조절하고 고객의 BRQ이 감정반응에게의 영향효과를 환원시켜야 한다. 여러 가지의 서비스 회복 방안을 수립하고 귀 인을 잘 조절해야 한다. 뿐만 아니라, BRQ은 각각 분노 및 동정에 다른 효과(확대VS환충)가 있기 때문 에 고객 BRQ의 특성에 따라 다른 서비스 실패 회복 방안을 제시해야 한다. 예를 들면, 이성적 BRQ 고객에게 금전 보상이나 공정성 거래, 친밀감 및 사랑 고객에게 감정배려, 상호의존 고객에게 호혜성 설득 등 방안을 상황에 맞게 개발해야 한다. 본 연구는 서비스 실패 후 귀인의 매개효과를 탐색적으로 검증하 였는데 BRQ-귀인-감정 과정에서의 여러 가지 조절요인을 고려하지 않는 한계점이 있다. 따라서 추후의 연구에서 서비스 실패 강도의 조절효과를 고려해야 하고 더 완전한 모형을 구축해야 한다.

Offering an apology is one of the common service failure recovery strategies. Previous studies focused on examining the effectiveness of apology from the customer perspective. It is not clear whether and how customers perceive firm remorse after an apology influence their blame attribution and coping behaviors. Integrating a cognitive-emotive model and an empathy model, this research proposes and empirically tests a remorse-empathy-coping model to explain how customers respond to apology after mobile application service failures occur. Specifically, this research examines how perceived firm remorse influences blame attribution and emotional empathy, which subsequently affects coping behaviors (revenge and avoidance) in the mobile app service recovery context. The moderating role of technology anxiety in the proposed model is also identified. Four hundred and fifty-two mobile application service users were recruited for a survey study and the Structural Equation Modeling was used in order to test the research hypotheses. Our findings show that perceived firm remorse negatively influences blame attribution but positively influences empathy. Empathy negatively affects revenge and avoidance behaviors. In addition, technology anxiety moderates the effect of perceived firm remorse on blame attribution. The negative effect of perceived firm remorse on blame attribution becomes weaker when technology anxiety increases.

Marketing research shows that long-term customer-supplier relationships can reduce consequences of service failures in the hospitality industry. In addition to a long-term, continuous relationship, other types of long-term relationships are also conceivable as influencing factors. This raises the question of whether interactions with a company, based on customer engagement during childhood (childhood engagement) can influence the effect of a service failure. Similar to general child experience, it can be assumed that early engagement in the customer relationship can significantly affect later relationship perception. Furthermore, perceived controllability of the failure also plays a role. If the customer attributes responsibility to the company, negative reactions can arise. To examine this questions, an experimental study with 152 participants was performed. A moderating effect of perceived controllability and childhood engagement on repurchase intention as a consequence of disappointment was found. Previous customer engagement and a credible communication can thus prevent the termination of a relationship after a service failure. Contrary, early engagement does not generally prevent a company from customers’ disappointment. The article contributes to marketing research by integrating 1) the customer disappointment, 2) childhood engagement and its consequences for future interactions with the company as well as 3) the transfer of negative emotions from an employee to the company.

This research was conducted in order to examine the effect of comparative price on consumers’ reactions to service failure in the loyalty program. The current study finds that under condition of lower level of persuasion knowledge, compared to single retail price, comparative price would mitigate consumers’ negative emotion in the context of service failure, which in turn improves customers’ tolerance. The authors test this prediction in two experiments. Experiment 1 aimed to provide an initial exploration of hypothesis by employing a between-subjects design. This experiment recruited undergraduate students at Suzhou University to complete an online survey. After reading the scenario of service failure, participants were asked to answer a series of questions about their intension of spreading negative word of mouth (NWOM). A one-way ANOVA on intention of spreading NWOM suggested that the NWOM activity was significantly lower in the group of comparative prices than in the group of single retail price. In experiment 2, the authors measured angry and intension to complain when participants finished reading the scenario of service failure. Furthermore, one week later the authors measured price tactic persuasion knowledge of participants. The bootstrap method (number of bootstrap samples = 5000, level of confidence = .95) was used. The results showed that customers’ angry level mediated the effect of comparative price on intension of complaint. The authors further conducted a mediated moderation analysis with the participants in the high- and low-persuasive-knowledge conditions. The results indicated the indirect effect of the comparative price on intention to complain was mediated by customers’ angry when they have low persuasive knowledge, whereas the mediation effect of customer’s angry level was no longer significant in the higher persuasive-knowledge condition. To summarize, this research suggested that comparative price would exert a marked impact on the tolerance of members of loyalty program in the context of service failure. The present paper adds to the existing comparative price literatures by confirming its impact on consumers’ judgment in the context of service failure even if they are all members of loyalty program and informed with information of discounted size in advance. Given the special meaning of NWOM and complaint, current paper provides implications for marketing practices.

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-Garaía, Muñoz-Gallego, & González-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.

During the last decade, customer complaint management received considerable attention in marketing literature, e.g., researchers examined the consequences of a negative incident on customer attitudes towards the provider and the associated behavioral intention such as self-reported repurchase intentions ( e.g. Evanschitzky, Brock, and Blut, 2011; Smith and Bolton, 2002; van Doorn and Verhoef, 2008). However, this stream of research has not examined actual purchase behavior after the complaint (e.g., de Matos, Henrique, and Rossi, 2007). Hence, it is unclear whether service recovery only affects self-reported outcomes (i.e., purchase intention) or actual purchase behavior. Moreover, recent research has indicated that customer inertia explains a large proportion of the variance of a customer’s repurchase behavior (e.g. van Doorn and Verhoef, 2008). So far, no research has assessed the impact of inertia in the service recovery context. It is indicated that the relationship between the provider and the customer is strongly affected by the service failure (van Doorn and Verhoef, 2008), but as of now, the role of past behavior has not been investigated. This study contributes to the complaint management literature by (1) analyzing the effects of service recovery on actual purchase behavior after recovery and (2) by assessing the role of inertia in situations of service recovery. Results indicate that complaint satisfaction has a significant positive impact on post complaining purchase behavior while overall satisfaction has no such effect. Furthermore, past purchase behavior has the strongest impact; thus, inertia plays a substantial role in complaint management.

Introduction The term “coping”refers to the actions or thoughts that people use to deal with stressful encounters (Folkman, Lazarus, Gruen, & DeLongis, 1986). Coping strategies are adopted to change the stressed person-environment relationship by either confronting and/or by regulating the emotions (Lazarus & Folkman, 1987). Research focusing on coping mechanisms has been a prolific area of study, emerged from a wide range of disciplines including psychology, sociology, and anthropology. However, for marketing researchers, questions still remain about the issue of how coping strategies are manifested in everyday consumption contexts. This represents an important area of research in that consumer coping behavior can determine critical post-purchase outcomes such as re-patronage intention, repurchase intention, and word of mouth (Raghunathan & Pham, 1999). When a service failure occurs, consumers frequently experience negative emotions and make decisions under emotionally taxing conditions (Yi & Baumgartner, 2004). Numerous scholars have made attempts to understand various consumption-related emotions and subsequent conditions corresponding to them (e.g., Raghunathan & Pham, 1999; Richins, 1997; Sujan et al., 1999). However, despite the large volume of studies focusing on consumer emotions, very few studies have examined the relationships between negative emotions with consumer coping strategies (Yi & Baumgartner, 2004). With that in mind, the primary aim of this conceptual paper was to propose a model that delineates consumer coping mechanisms derived from negatives emotions in a service failure and recovery context. Conceptual Model Coping strategies are closely linked with an individual’s attempt to manage a given stressful environment (Lazarus, 1991). Lazarus and Folkman (1984) defined coping as “constantly changing cognitive and behavioral efforts to manage specific external and/or internal demands that are appraised as taxing or exceeding the resources of the person”(p. 141). Menaghan (1983, p. 159) defined coping efforts as “specific actions (covert or overt) taken in specific situations that are intended to reduce a given problem or stress.”Duhachek (2005) defined coping construct as “the set of cognitive and behavioral processes initiated by consumers in response to emotionally arousing, stress inducing interactions with the environment aimed at bringing forth more desirable emotional states and reduced levels of stress.”Thus, the key aspects of coping includes a consequence of emotion, a dynamic process, and behavior and emotional domains of consumer responses (Duhachek, 2005). Implicit in this conceptualization is the idea that links the emotions aroused from a particular circumstance, coping strategies, and subsequent behaviors. As shown in Figure 1, our conceptual model classifies a wide range of negative emotions generated by a service failure that are linked to a set of consumer coping strategies. This will in turn influence subsequent consumer post-purchase behaviors. The behaviors will be either retaliatory (vindictive WOM, brand switching, complaining) or conciliatory (positive WOM, re-patronage intention, repurchase intention) responses. Related Literature When an individual encounters a stressful event, different negative emotions are triggered according to one’s distinct appraisals of the situation (Lazarus, 1991). These appraisals, in turn, affect how the consumer responds to the situation emotionally and behaviorally. These emotions remain powerful until the emotion eliciting problems are resolved. Proposition 1. Cognitive appraisal of the service failure situation evokes negative emotions. While some studies use combined negative emotions to explain resultant consumer behavior, others suggest separate emotion inventories (Lerner & Keltner, 2001) as different emotions trigger huge variation in cognition. Consumer negative emotions that are associated with a service failure condition can be categorized into several subsets (Watson & Clark, 1992). Many studies have utilized a limited number of negative emotions to explain consumer behavior in a service failure context (Nguyen & McColl-Kennedy, 2003). Bonifield and Cole (2006) used an appraisal-tendency framework to predict the underlying mechanism of anger and regret, associated with consumers’appraisals about service failure and their effects on post-purchase behaviors. Yi and Baumgartner (2004) focused on four negative emotions of anger, disappointment, regret, and worry in a purchase context to investigate their linkages to consumer coping strategies. Further, Tronvoll (2011) identified a set of negative emotions experienced in unfavorable service experiences leading to consumer complaint such as shame, sadness, fear, anger, and frustration. Although some marketing theorists consider the emotion of frustration to be an overlap with anger, they can be distinct emotions, especially in the context of service failure, because blaming someone else is different from blaming no particular others (Roseman, 1991). Therefore, the subsequent behavior and adapting coping strategy may differ. Thus, this study distinguished frustration separated from anger. Building on the aforementioned research, this study identified five different categories of negative emotions that are frequently found in a purchase-related situation: anger, frustration, disappointment, regret, and anxiety. Anger associates with feeling of attacking someone or yelling, resulting from an individual to be blamed on of the situation (Lazarus, 1991). Frustration tends to occur when people attribute a goal incongruent event to situational factors (Roseman, 1991). Disappointment refers to the feeling occurred due to the outcome insufficient to meet the expectation (Ortony et al., 1988). Regret is evoked when alternative option seems to be better than the selected one (Zeelenberg et al., 1994). Anxiety is linked to uncontrollable circumstances that are not directly under the purview of the provider or the customer (Ruth, Brunel, & Otnes, 2002). Proposition 1-1. Consumer negative emotions associated with a service failure situation are categorized into anger, frustration, disappointment, regret, and anxiety. Appraisal theorists contend that people use different coping strategies to reduce negative emotions accordingly (Lazarus 1991). In this study, consumer coping strategies were categorized into engagement (problem-focused, emotion-focused) and disengagement categories. Coping strategies in the engagement category involves individuals actively trying to manage, control, or change both problem- and emotion-focused aspects of the stressful person and/or environment transaction (Tobin et al., 1989). Problem-focused coping occurs when an individual tries to manage the source of the stress. Emotion-focused coping refers to where the individual changes the meaning of the event or regulates the expressing emotions (Lazarus & Folkman, 1984). In the disengagement category, mental disengagement strategy involves doing other things to take one’s mind off the problem, denial (refusing to believe that something has happened), distancing (refusing to think about the problem), and escape/avoidance (wishing problem would go away or somehow be over with). On the other hand, behavioral disengagement strategy involves consumers deciding to give up further action as nothing can be done about the situation. They acknowledge that a goal cannot be reached and that further efforts are futile. As the mechanism behind each type of coping strategy differs, the negative emotions generated from varying conditions are linked accordingly. Since anger arises from appraisals of other-responsibility, angry consumers often manifest in confrontive coping, aggressive action towards the blameworthy organization (Smith & Bolton, 2002). With respect to frustration, one is more likely to foster support-seeking coping as this does not imply blame attribution to a particular person or organization (Roseman, 1991), Further, previous work has suggested that person-related disappointment tends to result in confrontive coping behaviors such as direct complaining (Zeelenberg & Pieters, 2004) and behavioral disengagement (Yi & Baumgartner, 2004). On ther other hand, complaining about it or telling others is unlikely take place for regret as this may highlight he or she mistake (Zeelenberg & Pieters, 2004). Lastly, anxiety tends to be associated with escape behaviors (Roseman, Antoniou, & Jose, 1996). Thus, anxiety consumers often are linked with emotion-focused coping such as mental disengagement. In addition, more proactive, problem-focused coping is likely to take place as stated in some other studies (Yi & Baumgatner, 2004). Proposition 2. Negative emotions have differential impacts on consumer coping strategies. Service failure literature indicates that negative emotions influence diverse retaliatory responses. Romani Grappi and Dalli (2012) contended that negative emotions of anger, discontent, dislike, embarrassment, sadness, and worry are associated with behaviors such as switching, complaining, and negative word of mouth. Maute & Dubé(1999) also indicated that customer anger is liked to exit and negative WOM. Likewise, Blodgett et al. (1999) similarly suggested that consumers are prone to spread negative word of mouth when they perceive service failure. However, even if a particular coping strategy is activated, depending on the strategy applied, the subsequent behavior can be changed. Many researchers indicated that when a service failure is not recovered, it is more likely to lead to negative WOM and complaining behavior (Anderson, 1998). Especially, WOM behavior is more emotion-driven responses (Sundaram, Mitra, and Webster, 1998). Therefore, vindictive WOM behavior is more likely to occur when the emotions are not handled properly. In addition, Kau and Loh (2006) stated that dissatisfied customers who do not directly complain to the firm about their negative experiences may not only engage in vindictive word of mouth behavior, but also switch to another brand. Sabharwal, Soch and Kaur (2010) also suggested that dissatisfied non complaints are likely to exit the service provider more easily resulting in brand switching. Bonifield and Cole (2007) identified conciliatory behaviors to include positive WOM, willingness to return to a service provider, and feeling sympathy for the service provider. Blodgett et al. (1993) suggested that when service failure is recovered, positive word of mouth will take place. Voight (2007) revealed that when certain platform is provided for customers to express their feeling regarding their purchase, customer loyalty increases. Proposition 3. Coping strategies lead to either retaliatory responses or conciliatory responses. Proposition 3-1. Disengaging coping strategies are associated with vindictive WOM, brand switching, complaining behavior more than engaging coping strategies. Proposition 3-2. Engaging coping strategies are associated with positive WOM, re-patronage intention, re-purchase intention. Additionally, our model proposes two individual characteristics as moderators: self-efficacy and self-band connection. Especially, those with high self-brand connection are assumed to counter-argue negative brand information in a service failure situation as this concept captures a strong “self”relevant emotive tie between the brand and the consumer (Escalas, 2004). We contend that these consumers would use prior brand knowledge to neglect their negative emotions and make more brand favoring attributions following service failure. Therefore, depending on the the previous connection with the brand performing the service failure, corresponding coping strategy may change. As self-efficacy relates to the belief that an adequate coping response is available, both factors should relate to the strategies consumers use to cope (Sujan et al., 1999). Proposition 4. Individual characteristics such as self-efficacy and self-brand connection moderates the relationships between negative emotions and coping strategies. Conclusions This paper integrates a broad range of literature into a conceptual framework that delineates consumer coping strategies in a service failure and recovery context. In so doing, the model establishes clear categories for classifying negative emotions consumers experience in a service failure situation into testable elements, and it is argued that although the concept of coping is not a simple one, it should be central to any examination of the service failure and recovery phenomenon. Also, the proposed model considers where marketers’recovery efforts should be directed by describing the ways in which consumers cope with a service failure. How a firm responds to its customers when a service failure occurs can say more about that firm than any other customer interaction. If handled well, it can cultivate emotionally intense relational outcomes. However, if the firm handles the situation badly, it may cause highly negative reactions with customers taking their feedback to online reviews and social media conversations in a way that can seriously damage the firm’s reputation. Future research is needed to empirically test and extend the proposed model. Further empirical research in a particular service setting would advance marketing research as well as be of great managerial significance.

이 글의 목적은 인터넷 이용자에게 안전한 서비스 플랫폼 환경을 만들어 주기 위해 만든 한국의 법과 제도가 오히려 이용자 이탈을 야기하는 딜레마를 보여주는데 있다. 딜레마가 발생하는 이유는 규제가 서비스 플랫폼의 중립성을 심각하게 훼손하고 있기 때문이다. 즉, 한국의 인터넷 정책은 이용자가 어떠한 행태를 보일 것인지에 대한 고민 없이 오로지 부작용 해소라는 일방적 가치만 달성하려 하고, 그 일방적 가치가 이용자로 하여금 서비스 플랫폼의 신뢰성을 크게 떨어뜨리고 있는 것이다. 실례로 정부는 이용자가 작성한 게시물에 대해서는 보호보다 삭제에, 그리고 이용자의 통신자료에 대해서는 프라이버시보다 범죄예방 혹은 국가안보에 더 충실하도록 플랫폼 사업자에게 요구하고 있다. 그러한 정책의 결말은 명약관화하다. 인터넷은 국경이 없기 때문에 이용자는 더 편한 서비스를 찾아 해외로 떠나게 되고 사업자는 이용자가 없는 서비스를 더 이상 운영할 수 없게 된다. 다른 무엇보다 정책 당국으로서는 국내 이용자를 통제할 방법이 없게 된다. 모든 기술발전의 역사가 그러하듯 인터넷이라는 신기술도 역기능이 존재한다. 게시물 중에는 분명 욕설ㆍ비방ㆍ저작권 침해ㆍ개인정보 누출 우려가 있는 것들이 있으며, 국가안보에 위해를 가하거나 범죄를 계획하는 통신자료가 있을 수 있다. 이러한 정보는 마땅히 지워야 하고 미리 알아내 예방해야 한다. 누구든 그러하고 싶지 않겠는가? 특히나 사회 안전망 구축 등 공공의 이익을 우선시해야 하는 국가기관이라면 말이다. 그러나 기술을 바라보는 시각은 일방향일 수 없다. 칼이 흉기로 사용될 수 있다고 해서 국가가 모두 수거해 폐기처분할 것인가? 칼 제조업자에게 위험하지 않도록 칼을 무디게 만들라고 지시할 것인가? 칼이 무엇이며 어떻게 사용해야 하는지 스스로 이해하고 또 이해시키는 것이 우선임에도 불구하고 칼이 위험하다는 경고만 해댈 것인가? 한마디로 한국적 인터넷 서비스 플랫폼은 마치 칼을 무디게 만들라는 것과 같은 규제의 딜레마에 직면해 있다. 문제는 (게시물과 통신자료 제출 사례를 통해 살펴보겠지만) 이러한 규제가 서비스 플랫폼의 신뢰와 중립성을 심각하게 훼손하게 되며, 그 결과 사업자에게는 이용자 이탈, 정부에게는 규제 불능이라는 상황을 초래한다는 것이다.

The purpose of this research is to examine the effect of informational justice on post-recovery satisfaction, and the effect of post-recovery satisfaction on behavioral intentions in e-commerce, including further investigate the moderating effect of service failure severity. Using quantitative method, the population of this research are online customers in Indonesia, with non-probability sampling that will be done by purposive sampling method based on predetermined criterias, which are customers who were doing transactions in the Business to Consumer (B2C) online sites, experienced service failure in the last 6 months, submitted a complaint, and received a response. Sample of 317 online customers were gathered and analyzed using the Structural Equation Modeling. The results of this study indicated that 5 hypothesis are supported with data. As a conclusion, informational justice and post-recovery satisfaction has positive effect, while service failure severity acts as a moderator between post-recovery satisfaction and behavioral intentions. As a managerial implication, online store management needs to ensure the informational justice to make a post-recovery satisfaction. Therefore, online store management needs to ensure the informational justice to make a post-recovery satisfaction, increase repurchase and positive e-word of mouth intention, also work harder to recover services, especially in high service failure severity condition.

대도시 및 지하구조물에서 주로 발생하는 탄산화는 사용기간의 증가에 따라 철근부식이 발생하며, 이러한 철근부식은 구조물의 성능저하로 진전된다. 하나의 RC 구조물이라 하더라도, 콘크리트 시공에 의해 건전부 뿐 아니라 시공이음부 또는 균열부와 같은 취약부가 발생하기가 쉽지만, 진단시에는 일반적으로 건전부만을 대상으로 탄산화 거동을 분석하고 있다. 본 연구에서는 대도시에서 사용중인 고가교의 RC 교각을 대상으로 하여 건전부, 균열부, 시공이음부 콘크리트의 탄산화 실태조사를 수행하였다. 조사된 탄산화 깊이와 측정된 피복두께를 확률변수로 하여, 사용기간에 따라 증가하는 내구적 파괴확률을 도출하였다. 한편 국내 시방서에 서 제시하는 목표파괴확률을 기준으로 대상구조물의 내구수명을 평가하였다. 동일한 기둥부재라 하더라도 건전부, 균열부, 시공이음부 콘크리트에 따라 도출된 내구수명은 각각 다르게 평가되었으며, 피복두께가 작고 균열폭이 큰 경우에서는 매우 빠르게 감소함을 알 수 있었다. 피복두께의 변동계수에 따라서도 내구적 파괴 확률의 변화가 크므로 적절한 시공과 품질확보가 중요함을 알 수 있다.