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Customer misbehavior has a negative impact on frontline employees. However, the underlying mechanisms from customer misbehavior to employees’ negative outcomes need to be further unfolded and examined. This study aims to propose that employees’ affective rumination and problem-solving pondering could be the explanatory processes of customer misbehavior influencing employee attitudes in which coworker support could be a moderator.

A mixed-method approach was designed to test this study’s predictions. Study 1 conducted a scenario-based experiment among 215 full-time hospitality employees, and Study 2 used a two-wave, longitudinal survey of 305 participants.

The results demonstrate the impact of customer misbehavior on work–family conflict and withdrawal behaviors. The mediating role of affective rumination is supported and coworker support moderates the processes.

Customer misbehavior leads to negative outcomes among frontline employees both at work and family domains. Hotel managers should help frontline employees to cope with customer misbehavior by avoiding negative affective spillover and providing support properly.

The studies have unfolded the processes of affective rumination and problem-solving pondering through which customer misbehavior influences work–family conflict and withdrawal behaviors among frontline employees. The surprising findings that coworker support magnified the negative effects have also been discussed.

Purpose – This chapter seeks to understand the concept of consumer misbehavior, especially in the form of consumer deviance and/or dysfunction.

Method/approach – We review the marketing literature on consumer misbehavior, organizing the major themes scholars have used. We also differentiate between two perspectives researchers can employ: (1) misbehavior as deviance and (2) misbehavior as a wider construct.

Findings – Marketers generally overlook consumer misbehavior and put the cost down as that of running a business. Furthermore, they are burdened by the notion of customer sovereignty which is the dictum that “customers are always right.” But customers also lie, cheat, steal, harass, and abuse. Consumer misbehavior is thus multifaceted which in turn makes the definition difficult to pin down. After reviewing the many definitions of consumer misbehavior, including cyber misbehavior, the authors concluded that the disruption perspective is more managerially useful than the perspective based on violation of norms. This is because disruption of the business is not only harmful or unlawful but can lead to a loss of well-being, material resources, and reputation of individuals and/or organizations.

Implications – The chapter proposes a Pre-di-post framework that can be used to deal with customer misbehavior.

Originality/value – Most marketing scholars have focused primarily on misbehavior as deviance, yet this limits the kinds of problems one tends to focus on and the range of solutions one normally considers. We offer an alternative perspective where misbehavior may be instead “an unremarkable consequence of normal conditions” which may suggest a wider range of amelioration strategies.

The incidents of customer abuse of frontline service employees during service encounters are increasing which has led to co-destructruction of value. The service strategists makers are struggling hard to frame a holistic picture of such incidents to be able to reduce the number of misbehaviour incidents but still are unable to achieve success. The purpose of this paper is to incorporate a social system perspective to study in detail customer misbehaviour incidents from the perspective of frontline banking employees and customers.

The data from 33 frontline banking employees and 22 customers, 55 in total was collected by structured interviews. The data collection focused a critical incident technique and for the purpose of analysis, thematic analysis was optioned.

The employees and customers both blame each other to trigger a misbehaviour incident during banking transactions. The results reveal a clear communication gap between employees and customers as none of them understand the problems of the other party. The employees think that customers gain power through such incidents while customers believe employees to be ignorant, wasting the time, and lack complete information.

The marketing policy makers need to pay respect and complete organisational support to frontline staff working in high contact service firms to cope with misbehaving customers.

The study is pioneer in applying a social system perspective to explore employee and customer experiences of misbehaviour incidents during banking service encounters. Furthermore, the study has been first of its type to explore the phenomenon of misbehaviour from a developing country perspective.

This paper aims to examine the associations between individual factors (personality and demographic variables) and contextual factors (servicescape and situation‐specific variables), and the motives that drive episodes of dysfunctional customer behavior.

Self‐report data were collected from a survey of bar, hotel, and restaurant customers (n=380). Confirmatory factor analysis and hierarchical cluster analysis were utilized to analyze the data.

Analysis of the data revealed three clusters of motives labelled: financial egotists, money grabbers, and ego revengers. Statistically significant differences were revealed across the personality, servicescape, and situation specific variables for each motive. However, no differences were found concerning demographic variables.

This research emphasizes the primacy of three customer behavior motivations. Future research might investigate the motives for dysfunctional customer behavior across different organizational contexts and the dynamics between such motivations.

The findings of the study indicate that service managers can proactively control and manipulate servicescape and situation‐specific variables that relate to customer misbehavior motives.

No existing scholarly research has developed a data‐grounded understanding of the motivations of dysfunctional customer behaviors. Moreover, to date, no study has explored the associations between customer's motives to misbehave and personality, situation specific, servicescape, and demographic variables.

In this study the authors aim to explore the impact of customer misbehavior on frontline employees and managers and to elucidate the management tactics and strategies that managers employ in an attempt to minimize the impact of customer misbehavior on the workplace.

Following a discussion of the research design and methodology employed, the findings of 88 in-depth interviews are presented.

These data suggest that customer misbehavior impacts on frontline employees, managers, and managerial strategies. Three main effects of customer misbehavior on customer-contact employees are uncovered: physiological, cognitive, and attitudinal. These are connected with four main management challenges: conflicting pressures, recruitment and retention, counseling and motivation, and time expenditure. Finally, data analysis finds evidence of six main ways in which managers attempted to reduce or to alleviate harmful customer misbehavior: selective recruitment, changes to training and induction procedures, enhanced rewards, work-team design, increase counseling, and alterations to the servicescape.

The authors recommend that practitioners undertake a misbehavior audit that explores not only the extent of customer misbehavior but also the mechanisms, systems, and procedures the organization has for identifying, recording, and attempting to minimize the effects of dysfunctional customer behavior.

This study contributes insights into how customer-contact personnel and managers are both affected and cope with customer misbehavior. These insights are helpful for service managers faced with customer misbehavior and academicians interested in how employees respond to contemporary customers.

This research paper aims to provide an understanding of how customers evaluate other customers’ misbehavior, considering the attribution of responsibility and how service employees should react in the respective situation.

Two sequential studies using written scenarios are conducted, including manipulations for responsibility (deviant customer vs employee) and employee effort (high vs medium).

The results show that observing customers perceive misbehavior caused by the deviant customer as more severe and feel more intense negative emotions than when an employee is attributed as being responsible. Employee responsibility, however, elicits higher recovery expectations, which in turn decide the level of employee effort required to ensure observing customers’ satisfaction.

Due to the exploratory research objective and the use of a restricted sample and written scenarios, the studies may be subject to restrictions. Further studies will ensure generalizability.

Because different customer expectations arise from the respective responsibility for customer misbehavior, service employees should be encouraged to differentiate their efforts when approaching misbehavior. In case of their own responsibility, employees need to exert higher efforts to restore a functional service encounter, whereas in cases of customer responsibility, medium efforts are sufficient to stop the misbehaving customer.

This research contributes to understanding of cognitive and emotional responses to customer misbehavior considering the attribution of responsibility and indicates how service employees may handle these situations.

Customer misbehaviour, i.e. behaviour within the exchange setting that deliberately violates the generally accepted norms of conduct in such settings pose a problem for service organizations in several ways. Hitherto much research on customer misbehaviour has focused on psychological explanations and individual characteristics. This study broadens the perspective by taking structural factors of the service system into account. The purpose is to complement the existing literature on customer misbehaviour by investigating how the design and functioning of the service system influences the prevalence of customer misbehaviour.

A critical incident technique was adopted to collect and analyse qualitative data from frontline employees who work on board buses, trains, trams and in metro in the Swedish public transport system.

The study shows that many incidents are triggered by features of the service system. Specifically, three dimensions (service regulations, service resources, and service practice) of the service system are brought forward. The study suggests that customer misbehaviour is caused by an inherent paradox between pre‐planned, standardised, mass service solutions and ambitions to adopt a customer orientation.

By bringing forward the interactive role of the service system and its functionality the study complements previous research and contributes to a more complete understanding of customer misbehaviour, in particular within the context of system dependent services.

Access-based services (ABSs) provide short-term access to goods, physical facilities, space or labor in exchange for access fees without transferring legal ownership (e.g. bike-sharing). This study aims to investigate what service providers can do to minimize financial losses when customers misbehave with the service providers’ assets in ABSs. The study also examines the effects of product misuse on subsequent customers and what factors may mitigate it.

The study uses a scenario-based experiment to test the conceptual model.

Injunctive norms reduce the mediating effect of descriptive norms on misbehavior contagion. As generally accepted and approved (injunctive) norms become salient, they override the impact of prevailing (descriptive) norms, thereby breaking the vicious cycle of misbehavior contagion. Customer-company identification (CCI) and reduced interpersonal anonymity mitigate the effects of previous misbehavior on misbehavior contagion.

ABS firms should strive to mitigate the financial and reputational losses they suffer from customer misbehavior. Such mitigation would be a win-win for the ABS firm (reduced misbehavior) and the customers (improved user experience).

The research complements prior research highlighting the role of social norms in misbehavior contagion. The study demonstrates the role of boundary conditions by investigating the interactive effects of descriptive and injunctive norms. In addition, it shows the positive impact of CCI and reduced interpersonal anonymity on containing misbehavior contagion.

The study aimed to investigate the impact of customer misbehaviors on airline in-flight customer contact personnel. A theoretical framework was proposed to test the meditating role of role stress and emotional labor in the relationship between consumer misbehaviors and emotional exhaustion.

In all, 336 cabin crew members employed by international airline companies participated in the study. The hypothesized model was tested using structural equation modeling with AMOS 20.0.

The results provide evidence that customer misbehaviors relate positively to employee role stress, emotional labor and emotional exhaustion. Moreover, role stress and emotional labor play important roles in enhancing the impacts of customer misbehaviors and thereby influence employee emotional exhaustion.

The findings potentially impact on employers both within and beyond the airline industry by demonstrating how frontline employees can be provided with support to reduce stress or exhaustion, leading ultimately to increased satisfaction.

This study has provided deeper theoretical insights into customer misbehaviors and their effects on employee role stress, emotional labor and emotional exhaustion.

This study aims to explore consumer motivations to mitigate the contagion effect in access-based consumption after instances of prior customer misbehavior. Reverse contagion, demonstrated through customer citizenship behavior, entails using both firm-provided and personal resources to cocreate value, even in the presence of norm violations by others. The research delves into the influence of empathy, narrative appeal and past misbehavior severity on customer behavior, specifically in the context of reverse contagion.

Two scenario-based studies and a field study were used within the context of scooter-sharing to assess the conceptual model. Study 1 (n = 156) and Study 2 (n = 97) were conducted through surveys. Study 3 (n = 54) was a field study.

The results emphasize the crucial role of empathy in breaking the cycle of misbehavior contagion. Specifically, the findings suggest that narrative appeals have the potential foster greater empathy, encouraging customers to counteract the contagion. However, the intensity of prior misbehavior lessens the efficacy of narrative appeals in triggering reverse contagion, thereby moderating the mediating effect of empathy.

This study investigates reverse contagion stemming from customer misbehavior in accessed-based consumption. It delves into the impact of empathy, narrative appeal and previous misbehavior on the dynamics of value codestruction and cocreation. This comprehensive examination of these factors within a unified framework represents a new contribution to the literature. The results illuminate this intricate phenomenon, offering valuable insights for managers to address adverse customer behavior and harness the positive aspects of reverse contagion.