When computers were first used in work organizations they were seen principally as devices able to perform simple and limited functions. In consequence they were used to automate…
Abstract
When computers were first used in work organizations they were seen principally as devices able to perform simple and limited functions. In consequence they were used to automate routine tasks which had previously been done manually — producing bills, payrolls etc — and they appeared in organizations primarily concerned with large‐scale information processing such as banks, insurance, finance institutions and departments concerned with control. They were also to be found in organizations and departments where large‐scale data processing was a means for achieving desired goals, for example, engineering firms and research and development departments.
Arriving at England in 1830 and being confronted with the newest technology of early industrialism, the Danish philosopher and historian, Bishop N.F.S. Grundtvig, realised at once…
Abstract
Arriving at England in 1830 and being confronted with the newest technology of early industrialism, the Danish philosopher and historian, Bishop N.F.S. Grundtvig, realised at once that technology is something more than “speechless nature”. Technology is also the incarnation of human and social nature, which you don't need to be a technician to be able to appreciate. Actually it is tempting to say that almost the reverse is true — the more you let yourself be blinded by technology as a piece of mindless matter, the more blind you become to its social significance and purpose.
ELSEWHERE in this number we list libraries which have Esent us copies of their annual reports which we are glad to have. Now and again we are able to elaborate on these, but in…
Abstract
ELSEWHERE in this number we list libraries which have Esent us copies of their annual reports which we are glad to have. Now and again we are able to elaborate on these, but in the present issue that has not been possible. We would say, however, that these reports are deserving of the attention of librarians generally, and of students at the library schools. They are records of work in progress, and they do suggest the development of library policy. The best of them are of textbook value.
Carmen-Maria Albrecht, Stefan Hattula, Torsten Bornemann and Wayne D. Hoyer
The purpose of this paper is to examine causal attribution in interactional service experiences. The paper investigates how triggers in the environment of a customer-employee…
Abstract
Purpose
The purpose of this paper is to examine causal attribution in interactional service experiences. The paper investigates how triggers in the environment of a customer-employee interaction influence customer behavioral response to employees’ negative and positive affect. Additionally, it studies the role of sympathy and authenticity as underlying mechanisms of this relationship.
Design/methodology/approach
Two scenario-based experimental designs (N1=162; N2=138) were used. Videotaped scenarios served as stimulus material for the manipulation of two focal variables: the employee’s emotional display as either negative or positive and the availability of an emotion trigger in the interaction environment to convey the attribution dimension of cause uncontrollability. The emotion trigger’s visibility was varied in the two studies. Customer response was captured by buying intentions.
Findings
Customer responses are more favorable for both positive and negative interactional experiences when customers have access to information on cause uncontrollability (i.e. notice triggers in the interaction environment). Analyses reveal that these effects stem from feelings of sympathy for negative experiences and authenticity for positive experiences.
Originality/value
This research supports the relevance of causal attribution research on interactional service experiences, which have high-profit impact. Moreover, the findings underline the importance of the experience of fact in service interactions and thereby provide a more nuanced view on the discussion of whether service providers should use impression management strategies to engender customer satisfaction even when this behavior is “faked.”