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This study aims to use emotions-as-social information theory to investigate how physical (customer perceived store atmosphere) and social servicescapes (customer information searching) influence the effects of employees’ positive affective displays on customer outcomes via customer positive moods and positive expectation disconfirmation.

This research included two studies, each using a distinct research design, to empirically test the proposed model. Study 1 involved 200 observational data points on objective purchase amounts from designer watch shops. In Study 2, data were collected from 230 customers in designer jewelry stores.

The results of path analyses revealed that: employee positive affective displays are positively associated with customer purchase outcomes; employee positive affective displays had positive indirect effects on customer purchase outcomes by enhancing customer positive moods and positive expectation disconfirmation; these positive indirect effects were strengthened when customers engaged in information search behaviors; and these positive indirect effects were attenuated when customers perceive store atmosphere as favorable, indicating a substitution effect of customer perceived store atmosphere.

Previous research has not thoroughly examined the role of the servicescape in moderating the effects of employees’ positive affective displays on customer purchase outcomes. This present study not only clarified the affective and cognitive mechanisms that link employees’ positive affective displays on purchase outcomes but also identified servicescape as a critical boundary condition of these effects.

The characteristic requirements for flight information displays for the Public and for airport staff are essentially different while the actual information is the same. The Public search for information about a single flight on a one at a time basis. However, airport staff need to be aware of all pertinent information at all times in order to carry out their jobs.

Flexible light-emitting textile display is designed with floats for electronic elements covering and electronic contacts insulation what at the same time provides an opportunity to develop aesthetic design of the display in the single piece construction of material. The paper aims to discuss these issues.

Display consists of interwoven electrically conductive yarns, non-conductive yarns and SMD LEDs connected to conductive yarns. Industrial jacquard weaving machine have been used, weave patterns were designed in PC-Edit software.

Weave can be used as a tool to build and evolve electrotextile. Exploring weaving techniques and perceiving electronic circuit as a weave pattern, new approaches can be developed in electrotextile design field.

Connections of electronic elements and conductive textile materials still is actual problem what should be explored in further research.

Flexible light emitting textile display can be used as output interface integrated into communication clothing by representing different animated images directly on clothing. Display also can be used for accessories, room and auto interior etc. applications.

Paper describes method of light source integration directly into textile structure, combining functional and visual design of textile display.

ELECTRONIC Head‐up Display systems have now been under development in the UK since the mid 1950's. All applications to date have been to military aircraft and it is now generally accepted that an electronic HUD is an essential component of the avionic system of virtually all modern strike aircraft. The original development work was prompted by the need for a flexible and comprehensive display for use in the realy types of low‐level strike aircraft, as this mode of operation requires extra data to be displayed and a wider optical field of view than could be provided by the then existing electro‐mechanical gun sights.

We examine whether supervisor support and empathy moderate the relationship between customer injustice and employee display rule deviance through a reduction in employee anger.

Working adults (N = 214) completed an online survey assessing their experiences with customer injustice, feelings of anger, and the extent to which they deviated from emotional display rules over the past month. Participants also completed a measure of trait anger (a control variable), and they rated their supervisor’s general support and empathy.

Supervisor empathy (but not supervisor support) buffered the relationship between customer injustice and employee anger. In turn, reduced employee anger is related to lower display rule deviance. Country (United States vs. India) also moderated the effect of anger on display rule deviance; the relationship was stronger in India than in the United States.

Service industry employees typically are expected to regulate their emotional displays by displaying positive emotions and hiding negative emotions. Meeting these display rules is considered paramount to providing good service. Unfortunately, customers sometimes treat service employees in a disrespectful or unfair manner, and the resulting employee anger may cause employees to break emotional display rules. It is difficult to control customer behavior, but our results suggest that empathetic managers may help employees manage the negative emotions that result from customer mistreatment. Thus, selecting and training managers to show empathy may improve customer service by resulting in more resilient employees.

The link between emotion display rules and job strain has been well established. This chapter draws upon the organizational justice literature to propose a new individual difference, service emotion rule fairness (SERF), to predict job strain for service workers. We propose that when service workers believe that organizational control of emotional displays is unfair they have poor fit with the job and increased strain. In fact, in the survey and experimental studies presented here, SERF uniquely predicted turnover intentions and emotional exhaustion beyond individual and group characteristics. SERF was rated higher when displays to customers are perceived as a means to gain financial rewards or form relationships with others, supporting a self-interest model of fairness, whereas the extent that display rules made one feel controlled, SERF was lower. We also found evidence that those with more social and organizational power perceived that the requirements were fairer. Practical and research implications are discussed.

We examine how authorities' use of fair decision-making procedures and power benevolently shape workers' impressions of them as competent and warm, which serve as a mechanism whereby authorities' behaviors shape workers' emotional responses. We investigate how the role of these impressions differs depending on authority gender and consider whether emotional responses differ for male and female subordinates.

We conducted a between-subjects experimental vignette study in which we manipulate an authority's behaviors and gender. We use multigroup mediation analysis to test our predictions.

Authorities who employ procedural justice and benevolent power elicit reports of heightened positive emotion experiences and intended displays and reports of reduced negative emotion experiences and intended displays. These behaviors also enhance views of authorities as competent and warm. The mediating role of impressions differs by authority gender. Authority behaviors prompt reports of positive emotions through conveying impressions that align with authorities' gender stereotypes (competence for men, warmth for women). In contrast, warmth impressions mediate effects of behaviors on reported negative emotions when authorities are men, whereas when authorities are women, benevolent power use directly reduces reported negative experience, and procedural justice reduces negative display. Female respondents are more likely to report positive emotion experience and display toward male authorities and negative display toward female authorities.

By examining competence and warmth impressions as mechanisms, we gain insight into how the process by which authority behaviors affect worker emotions is gendered and shed light on micro-level dynamics contributing to gender inequality at work.

Display rules are formal and informal norms that regulate the expression of workplace emotion. Organizations impose display rules to meet at least three objectives: please customers, maintain internal harmony, and promote employee well-being. Despite these valid intentions, display rules can engender emotional labor, a potentially deleterious phenomenon. We review three mechanisms by which emotional labor can create worker alienation, burnout, stress, and low performance. Though not as widely discussed, emotional labor sometimes has propitious consequences. We discuss the potential benefits of emotional labor as well.

Our understanding of Japanese supply relationships comes primarily from studying the automobile industry. This paper identifies three elements of the automobile industry that, although generally assumed to be widespread, are largely absent in the notebook computer industry, leading to a different pattern of supply relationships: a sizable pool of external suppliers; the feasibility of shukko and cross-shareholding to strengthen supply relationships; and the adequacy of these means to manage external supply relationships. This finding debunks the myth of a monolithic model of “Japanese-style” supply relationships and illustrates the importance of idiosyncratic elements of an industry’s environment on its supply relationships.

The ROV ground control simulator (Fig. 1) used in this multi-sensory research consists of two workstations: pilot and SO. At the left workstation, the pilot controls ROV flight (via stick-and-throttle inputs as well as invoking auto-holds), manages subsystems, and handles external communications. From the right workstation, the SO is responsible for locating and identifying points of interest on the ground by controlling cameras mounted on the ROV. Each station has an upper and a head-level 17″ color CRT display, as well as two 10″ head-down color displays. The upper CRT of both stations displays a ‘God's Eye’ area map (fixed, north up) with overlaid symbology identifying current ROV location, flight waypoints, and current sensor footprint. The head-level CRT (i.e., “camera display”) displays simulated video imagery from cameras mounted on the ROV. Head-up display (HUD) symbology is overlaid on the pilot's camera display and sensor specific data are overlaid on the SO's camera display. The head-down displays present subsystem and communication information as well as command menus. The simulation is hosted on four dual-Pentium PCs. The control sticks are from Measurement Systems Inc. and the throttle assemblies were manufactured in-house.