In the hospitality and tourism sectors, service robots have become increasingly adopted by companies to facilitate frontline service to reduce human labor, improve efficiency and provide better customer experience. In addition, the COVID-19 pandemic has intensified consumers’ demand for service robots to reduce human contact. To better understand the impact of service robots in the service sector, researchers have been examining user behavior of different technologies. While prior empirical studies have mainly focused on utilitarian-based acceptance models, other perspectives, such as the interpersonal relations, have been largely overlooked. With the ubiquitous of social media, people become connected but alone, leading to negative effects on interpersonal relations.

The extensive application of robots in hospitality and tourism service has transformed the original human-contact into contact-less, so it is necessary to understand the transformation of customers consumption behaviors under this new service mode. While studies have started investigating how service robots enhance the consumer autonomy, the impact of such technology on customers consumption behaviors remains largely unexplored and its underlying mechanism are still unclear. To address this issue, we explore how service robots shape customers autonomous behaviors in hospitality and tourism services. Drawing on the social impact theory, we presented an underlying process in terms of social discomfort, and reveal the boundary conditions.

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.

Omotenashi is the Japanese term for a conception of service hospitality rooted in the Japanese tea ceremony. This research explores the ways in which contemporary hospitality executives have drawn on the historical tradition of omotenashi in the tea ceremony, as well as older Japanese cultural and spiritual traditions underlying omotenashi, to re-envision encounters between service employees and customers. In high context cultures like Japan, information is widely shared, which reduces the amount of information that must be shared verbally. The nature of Japan‟s high-context culture is manifested in two important principles of the philosophy of the tea ceremony. One important principle is mutual understanding, which arise from the process of “consideration,” which involves “putting oneself in the position of others to anticipate their desires” (Surak, 2012, p. 51). A second important principle involves ritualized social interactions. As Kondo explained (1985), “… the Japanese tea ceremony is a highly ritualized version of the host/guest interaction, and a heightened expression of the emphasis on etiquette in Japanese culture in general.” He continues: “The theory is that mere good intentions are insufficient; one must know the proper form in order to express one‟s feelings of hospitality effectively (Kondo 1985, p. 288). The importance of ritualized behavior also emerges in the kata of Kendo and other Japanese martial arts, where the term kata refers to a sequence of stylized movements that are designed to cultivate “speed of movement, dynamic execution, and realistic character” (Kiyota, 2002, p. 24). Similarly, Zen discussions of secular work emphasize the value of ritualized behavior. According to Musimi (1990, p. 821), “Deeply ingrained in the minds of the Japanese people is the belief that „work‟ makes for moral culture, and man‟s character is formed through the process of working.” Arai (2006, p. 110) observed that domestic work also can be viewed as “ritualized [Zen] activity done in accord with wisdom and compassion.” We argue that current attempts to implement the spirit of omotenashi in employee training have emphasized the spiritual, attitudinal, and behavioral dimensions of omotenashi. The meaning of these dimensions reflect the ways in which executives understand and interpret the high-context nature of Japanese culture and Zen Buddhism on the Tea Ceremony and Japanese martial arts such as Kendo.