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This research aims to examine some nudges for creating psychological ownership in order to reduce misbehaviors, consequently encouraging subsequent users to demonstrate stewardship behaviors.

This research examined the sentiment of tweets (Study 1) to explore user experience and conducted two experiments (Studies 2 and 3) to test the hypotheses.

The misbehavior of the previous user in relation to the subsequent user's stewardship behavior was moderated by nudges based on self-investment and local identity. Perceived responsibility mediated the relationship between misbehavior and stewardship behavior as a result of nudges.

The findings of this study provide a framework for the transition from misbehavior to stewardship behavior in PMVs.

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.

This paper aims to examine the types of user misbehaviours in the sharing economy (SE) context. SE offers a fruitful study setting due to the scope of potential misbehaviour and the expanded role of consumers.

The study drew on online archival data from the AirbnbHell.com website, where people share their stories about their Airbnb-related negative experiences. The authors reviewed 405 hosts’, guests’ and neighbours’ stories and coded the identified forms of misbehaviours into categories. The typology thus developed was validated in the context of the Uber Rides service.

User misbehaviours in the SE context can be distinguished based on the domain in which the user role is violated and the nature of violated norms. These two conceptual distinctions delineate a four-fold typology of user misbehaviours: illegal, unprofessional, unbefitting and uncivil behaviours.

The trustworthiness of the stories could not be assessed.

The presented typology can be used as a mapping tool that facilitates detection of the full scope of misbehaviours and as a managerial tool that provides ideas for effective management of misbehaviours that correspond to each category.

The paper presents the first empirically derived comprehensive typology of user misbehaviours in SE settings. This typology enables classification of a broad set of misbehaviours, including previously overlooked unprofessional behaviours carried out by peer-service providers. The study also puts forward a revised definition of consumer misbehaviours that encompasses the impact of misbehaviours on parties not directly involved in the SE-mediated exchange.

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.

The emerging disintegrative processes of transitional economies are influencing companies’ business models in terms of consumer behaviour, especially food markets, which offer usual, common and traditional consumer products. Beyond investigating potential consumer misbehaviour, a further aim of this study is the building of a theoretical-descriptive model for consumer misbehaviour in food markets, which could influence the contextual complexity in business relationships, as well as the management of raw materials, services acquisition and final product sales. The research applies the “input-output” model (Ferrero, 1968) to some specific marketing theories, adopting an interdisciplinary approach for understanding the relationships between consumer behaviour and a company’s business model.

The research is both qualitative and quantitative in nature. In the first phase, the research was conducted among representatives of grocery stores using an exploratory approach; thus, an in-depth interview method was used. In the second phase, direct research among consumers was conducted using an online survey. After the verification of correctness, validity and reliability, a final 1,200-questionnaire dataset was analysed

The most common consumer misbehaviour in food markets concerns the theft of foodstuff or the adoption of bad behaviour towards grocery stores employees. Market and store representatives have highlighted a large scale of pathological consumer misbehaviour, mostly due to psychological conditions at the individual (habits, lifestyle or personality) and collective (family or other social groups) levels. According to previous studies, consumer misbehaviour in food markets seems to be substantially affected by three factors: motivation, capacity and opportunity. These factors strongly impact the input-output model through which the company interacts with the context.

The three-factor model reveals advantages and applications, allowing for a simple explanation of consumer misbehaviour in food markets and stores. It can contribute to scientific theory development (especially theories related to consumer behaviour, customer relationship management, partnership marketing and supply chain management) and generate support for understanding complex relations among consumers, food producers, factories and food stores. In this direction, the management of knowledge about consumers and their behaviour is indispensable.

In the sharing economy (SE), consumer misbehaviour is an operational challenge for platforms due to its negative outcomes. The psychological mechanism behind consumer misbehaviour remains unclear. As such, this research aims to investigate how consumers' sharing motivations affect their misbehaviours in the SE.

Drawing on motivated cognition theory, the authors establish a research model explaining the effects of consumers' sharing motivations on their cost–benefit analysis of misbehaviour and misbehaviour intention. A scenario-based online experiment is used to test the research hypotheses.

The results indicate that consumers' extrinsic and intrinsic motivations to share have different impacts on their perceived benefits and costs of potential misbehaviour, thereby influencing their misbehaviour intention.

This study reveals consumers' psychological mechanism underlying their misbehaviours in the SE and provides operational implications for platforms to help them effectively reduce consumer misbehaviours through preventive measures.

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.

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.