{"@context":{"@vocab":"https://cir.nii.ac.jp/schema/1.0/","rdfs":"http://www.w3.org/2000/01/rdf-schema#","dc":"http://purl.org/dc/elements/1.1/","dcterms":"http://purl.org/dc/terms/","foaf":"http://xmlns.com/foaf/0.1/","prism":"http://prismstandard.org/namespaces/basic/2.0/","cinii":"http://ci.nii.ac.jp/ns/1.0/","datacite":"https://schema.datacite.org/meta/kernel-4/","ndl":"http://ndl.go.jp/dcndl/terms/","jpcoar":"https://github.com/JPCOAR/schema/blob/master/2.0/"},"@id":"https://cir.nii.ac.jp/crid/1361137043893396992.json","@type":"Article","productIdentifier":[{"identifier":{"@type":"DOI","@value":"10.1177/002224299806200205"}},{"identifier":{"@type":"URI","@value":"https://journals.sagepub.com/doi/pdf/10.1177/002224299806200205"}},{"identifier":{"@type":"URI","@value":"https://journals.sagepub.com/doi/full-xml/10.1177/002224299806200205"}}],"dc:title":[{"@value":"Customer Evaluations of Service Complaint Experiences: Implications for Relationship Marketing"}],"description":[{"type":"abstract","notation":[{"@value":"<jats:p> Many companies consider investments in complaint handling as means of increasing customer commitment and building customer loyalty. Firms are not well informed, however, on how to deal successfully with service failures or the impact of complaint handling strategies. In this study, the authors find that a majority of complaining customers were dissatisfied with recent complaint handling experiences. Using justice theory, the authors also demonstrate that customers evaluate complaint incidents in terms of the outcomes they receive, the procedures used to arrive at the outcomes, and the nature of the interpersonal treatment during the process. In turn, the authors develop and test competing hypotheses regarding the interplay between satisfaction with complaint handling and prior experience in shaping customer trust and commitment. The results support a quasi “brand equity” perspective—whereas satisfaction with complaint handling has a direct impact on trust and commitment, prior positive experiences mitigate, to a limited extent, the effects of poor complaint handling. Implications for managers and scholars are discussed. </jats:p>"}]}],"creator":[{"@id":"https://cir.nii.ac.jp/crid/1381137043893396992","@type":"Researcher","foaf:name":[{"@value":"Stephen S. Tax"}],"jpcoar:affiliationName":[{"@value":"Faculty of Business, University of Victoria."}]},{"@id":"https://cir.nii.ac.jp/crid/1381137043893396993","@type":"Researcher","foaf:name":[{"@value":"Stephen W. Brown"}],"jpcoar:affiliationName":[{"@value":"College of Business, Arizona State University."}]},{"@id":"https://cir.nii.ac.jp/crid/1381137043893396994","@type":"Researcher","foaf:name":[{"@value":"Murali Chandrashekaran"}],"jpcoar:affiliationName":[{"@value":"The Ronald J. Dornoff Fellow of Teaching Excellence and Associate Professor of Marketing, College of Business Administration, University of Cincinnati."}]}],"publication":{"publicationIdentifier":[{"@type":"PISSN","@value":"00222429"},{"@type":"EISSN","@value":"15477185"}],"prism:publicationName":[{"@value":"Journal of Marketing"}],"dc:publisher":[{"@value":"SAGE Publications"}],"prism:publicationDate":"1998-04","prism:volume":"62","prism:number":"2","prism:startingPage":"60","prism:endingPage":"76"},"reviewed":"false","dc:rights":["https://journals.sagepub.com/page/policies/text-and-data-mining-license"],"url":[{"@id":"https://journals.sagepub.com/doi/pdf/10.1177/002224299806200205"},{"@id":"https://journals.sagepub.com/doi/full-xml/10.1177/002224299806200205"}],"createdAt":"2018-11-19","modifiedAt":"2025-03-04","relatedProduct":[{"@id":"https://cir.nii.ac.jp/crid/1360565166128406144","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Antecedents and consequences of innate willingness to pay for innovations: Understanding motivations and consumer preferences of prospective early adopters"}]},{"@id":"https://cir.nii.ac.jp/crid/1390009640069934976","@type":"Article","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"ja","@value":"あなたは消費者の声に応えているか?"},{"@value":"あなたは消費者の声に応えているか?--コミュニケーション・インテグリティの確立に向けて"},{"@language":"ja-Kana","@value":"アナタ ワ ショウヒシャ ノ コエ ニ コタエテ イル カ コミュニケーション インテグリティ ノ カクリツ ニ ムケテ"}]},{"@id":"https://cir.nii.ac.jp/crid/1390015410760536832","@type":"Article","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"ja","@value":"サービス消費における不満の発生と抑制される苦情行動"},{"@language":"ja-Kana","@value":"サービス ショウヒ ニ オケル フマン ノ ハッセイ ト ヨクセイ サレル クジョウ コウドウ"}]},{"@id":"https://cir.nii.ac.jp/crid/1390282680374456320","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"ja","@value":"結果またはプロセス重視のサービス・リカバリーに対する評価と行為同定の関係"},{"@language":"en","@value":"Relationship between the evaluation of outcome- versus process-oriented service recovery and action identification"},{"@language":"ja-Kana","@value":"ケッカ マタワ プロセス ジュウシ ノ サービス ・ リカバリー ニ タイスル ヒョウカ ト コウイ ドウテイ ノ カンケイ"}]},{"@id":"https://cir.nii.ac.jp/crid/1390578448252702208","@type":"Article","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"ja","@value":"顧客リテンション"}]},{"@id":"https://cir.nii.ac.jp/crid/1390851275426674560","@type":"Article","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"ja","@value":"サービス・マーケティングにおける失敗の潜在性とそのリカバリーの有効性"},{"@value":"サービス・マーケティングにおける失敗の潜在性とそのリカバリーの有効性--コンジョイント分析を用いた実証研究"},{"@language":"ja-Kana","@value":"サービス マーケティング ニ オケル シッパイ ノ センザイセイ ト ソノ リカバリー ノ ユウコウセイ コンジョイント ブンセキ オ モチイタ ジッショウ ケンキュウ"}]},{"@id":"https://cir.nii.ac.jp/crid/1390857468907441408","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"en","@value":"When and why does good service recovery improve consumer affinity?: An empirical study on intercultural service encounters"}]}],"dataSourceIdentifier":[{"@type":"CROSSREF","@value":"10.1177/002224299806200205"},{"@type":"CROSSREF","@value":"10.1016/j.techfore.2015.06.029_references_DOI_HA9ay44Co7P0MGovgPBiguzkCcl"},{"@type":"CROSSREF","@value":"10.7222/marketing.2008.016_references_DOI_HA9ay44Co7P0MGovgPBiguzkCcl"},{"@type":"CROSSREF","@value":"10.7222/marketing.2000.025_references_DOI_HA9ay44Co7P0MGovgPBiguzkCcl"},{"@type":"CROSSREF","@value":"10.5844/ijmd.5.2_37_references_DOI_HA9ay44Co7P0MGovgPBiguzkCcl"},{"@type":"CROSSREF","@value":"10.7222/marketing.2006.006_references_DOI_HA9ay44Co7P0MGovgPBiguzkCcl"},{"@type":"CROSSREF","@value":"10.7222/marketing.2000.009_references_DOI_HA9ay44Co7P0MGovgPBiguzkCcl"},{"@type":"CROSSREF","@value":"10.5844/jsmd.21.1_67_references_DOI_HA9ay44Co7P0MGovgPBiguzkCcl"}]}