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Focusing on decisional control of the outcome provides only a partial picture of how firms may handle customer complaints and ignores many (alternative) opportunities to recover the relationship with the customer when service delivery fails. The purpose of this paper is to introduce other types of control and explore their effects.

This paper conducts a field study using survey instruments to collect data from real consumers, which are subsequently analyzed with structural equations modeling.

The main conclusion of this study is that there is more to control than having a choice. Different types of control have differential main effects: behavioral control affects distributive justice, cognitive control affects procedural justice and decisional control affects interactional justice (which in turn affect satisfaction and loyalty).

Service recovery research should include behavioral, cognitive and decisional control of the service recovery as aspects of the firm’s organizational response to customer complaints. The effects of these customer control types on satisfaction and loyalty are mediated by dimensions of justice.

Firms should offer complaining customers information to interpret and appraise the failure (cognitive control), opportunities to personally take action and influence the recovery (behavioral control), and choices in the recovery process and outcome (decisional control).

This study is the first to offer a comprehensive investigation of the subtle interrelationships between types of control and dimensions of justice in a service recovery context.

The purpose of this paper is to offer a discussion, definition and comprehensive conceptualization of the smart service experience, i.e. the way guests and customers in hospitality and tourism experience and value the use of personalized and pro-active services that the intelligent use of data and technology enable.

Based on prior research on service experience, smart services and the differences between regular and smart services, this paper develops a conceptual framework in which the smart service experience is the central construct.

The characteristics of smart services (the intelligent, anticipatory, and adaptable use of data and technology) permit customers to experience services that previous conceptualizations of the service experience could not capture. The smart service experience provides empowerment, a seamless experience, enjoyment, privacy and security, and accurate service delivery. The paper also discusses challenges that service firms face in employing smart services, and proposes a future research agenda.

Both academics and practitioners expect smart services to revolutionize many industries such as tourism and hospitality. Therefore, research is needed to help understand the way customers experience smart services, what values they derive from them and the way service firms can employ them sensibly to enhance customers’ experiences.

This paper synthesizes insights from the literature on customer experience, smart services and co-creation into a conceptualization of the smart service experience, and distinguishes it from previous conceptualizations of regular services.

Research on empowerment and service co-production assumed that customers want more control and that more control is better. An empirical test of this assumption, however, is lacking. The purpose of this paper is to test this assumption by not only focussing on the customer’s capacity and opportunity for control, but also taking into account the customer’s desire for control.

This study uses an experiment employing video clips depicting a service encounter in a banking context in which control beliefs are manipulated.

This study shows that more control in services is not always better because individuals vary in their desire for control; that state measures of control are effective predictors of relevant attitudinal and behavioral effects like satisfaction and loyalty, and that the mechanism which produces these effects is the consistency between control beliefs.

Future research on customer empowerment and service co-production should acknowledge the pivotal role of variations in desire for control, focus on inconsistencies in control beliefs to predict effects and measure control beliefs as varying states rather than as stable personality traits.

Enhancing customer control of a service may primarily mean: giving the customer the option to control or not to control the service.

This study contributes to literature and marketing practice by demonstrating that more control may have negative effects and by demonstrating the mechanism by which these effects occur.

The purpose of this paper is to introduce the concept of Value Fusion to describe how value can emerge from the use of mobile, networked technology by consumers, firms, and entities such as non‐consumers, a firm's competitors, and others simultaneously.

The paper discusses the combination of characteristics of mobile devices that enable Value Fusion and discusses specific value and benefits to consumers and firms of being mobile and networked. Value Fusion is introduced and defined and set apart from related, other conceptualizations of value. Examples are provided of Value Fusion and the necessary conditions for Value Fusion to occur are discussed. Also discussed are the conditions under which the use of mobile, networked technology by consumers and firms may lead to Value Confusion instead of Value Fusion. Several research questions are proposed to further enhance the understanding and management of Value Fusion.

The combination of portable, personal, networked, textual/visual and converged characteristics of mobile devices enables firms and consumers to interact and communicate, produce and consume benefits, and create value in new ways that have not been captured by popular conceptualizations of value. These traditional conceptualizations include customer value, experiential value, customer lifetime value, and customer engagement value. Value Fusion is defined as value that can be achieved for the entire network of consumers and firms simultaneously, just by being on the mobile network. Value Fusion results from producers and consumers: individually or collectively; actively and passively; concurrently; interactively or in aggregation contributing to a mobile network; in real time; and just‐in‐time.

This paper synthesizes insights from the extant value literature that by and large has focused on either the customer's or the firm's perspective, but rarely blended the two.

The purpose of this study is to provide a systematic review of the current state of research regarding mobile social media use for value creation by firms and customers and an agenda for future research.

The authors conducted a systematic review following three main steps: keyword search, study selection and data extraction. A total of 53 articles were identified using academic databases and manual cross-referencing. By means of a thematic analysis method, the study addresses issues related to theory, methods, context, findings and gaps.

The study reviews and illustrates 14 value aspects of the mobile social media and value creation literature. The findings indicate that mobile social media are effective tools for firms to create and capture value from customers and for customers to co-create value.

The study contributes to the marketing and social media literature by proposing a conceptual framework that integrates the core components of value creation by firms and customers in the mobile social media context and by proposing an agenda for future research.