An empirical examination of the impact of tri-dyadic fit on the service experience

Abstract

Purpose

The purpose of this paper is to investigate the customer’s perception of customer-firm, customer-employee, and employee-firm fit and to assess how these fits impact the service experience.

Design/methodology/approach

The paper looks at the impact of fit on the service experience and focusses on three specific types of dyadic fit: customer-employee; customer-firm; and employee-firm. A conceptual model is presented, accompanied by a detailed development of the hypotheses. A sample of 447 consumers is used to empirically test the proposed model.

Findings

The analysis reveals the importance of fit and suggest a triadic relationship perspective is essential when designing for the service experience. Specifically, employee-firm fit is key to enhancing fit within the other dyads and providing a superior service experience.

Research limitations/implications

The main implication is that this paper expands the investigation of fit by examining the interplay of multiple fits while also exploring how they affect the customer experience. The limitations are based primarily on methodology where the use of a survey to collect data rules out potential generalizations of true cause and effect while also potentially being subject to a common method effect.

Practical implications

Managers should consider adopting a triadic relationship perspective when designing for the service experience. A number of managerial implications are proposed and discussed.

Originality/value

Prior research has not explored the impact of fit among the customer-employee, customer-firm, and employee-firm dyads in one model on an important outcome such as the service experience. In addition, to show that customer-employee, customer-firm, and employee-firm dyadic fits are predictors of the service experience is novel.

Citation

Anderson, S.T. and Smith, J.S. (2016), "An empirical examination of the impact of tri-dyadic fit on the service experience", Journal of Service Management, Vol. 27 No. 3, pp. 299-319. https://doi.org/10.1108/JOSM-10-2014-0271