Responses to other similar customers in a service setting – analyzing the moderating role of perceived performance risk
Abstract
Purpose
The purpose of this paper is to identify the effect of similarity in a customer-to-customer-relationship and of perceived performance risk as a boundary condition in a service setting.
Design/methodology/approach
Following theoretical methodology, hypotheses were developed in order to analyze the effect of similarity as well as perceived performance risk. An experimental scenario-based design was used to manipulate similarity and performance risk and to test the hypotheses.
Findings
The analysis reveals that similarity is an important dimension in the customer-to-customer-relationship. Positive similarity effects are shown in relation to subjects' willingness to interact with present customers, joining and recommending a service provider, and subjects' evaluation of the service provider. A mediating effect of positive emotions (joy and interest) on the link between similarity and willingness to interact with customers present is shown. Performance risk is also discovered as a boundary condition under which the predicted relationships are weakened.
Practical implications
This study suggests that similarity in the customer-to-customer-relationship leads to positive effects. If managers take this into account, their business may benefit from these positive effects. The study offers suggestions on how to “manage” customers' similarity.
Originality/value
As this study is one of the first empirical studies to concentrate on the effect of similarity in a customer-to-customer-relationship, it is meaningful. Moreover significant effects are shown; further research ideas are developed and management implications are proposed.
Keywords
Acknowledgements
The authors gratefully acknowledge the financial support of the Quistorp Stiftung.
Citation
Dorothea Brack, A. and Benkenstein, M. (2014), "Responses to other similar customers in a service setting – analyzing the moderating role of perceived performance risk", Journal of Services Marketing, Vol. 28 No. 2, pp. 138-146. https://doi.org/10.1108/JSM-05-2012-0089
Publisher
:Emerald Group Publishing Limited
Copyright © 2014, Emerald Group Publishing Limited