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This study aims to explore how professional event associations’ recovery strategies are perceived by members and to measure the consequent influence of the perceived fit of recovery strategies on organizational identification (OI), consistent behavioral intentions and long-term commitment intentions.

Data were collected from current members of professional event management associations who work not only as event planners but also as service providers in the hospitality and tourism industry. The authors used partial least squares structural equation modeling to test the proposed model.

The perceived fit between recovery strategy and internal domains, the self in particular, was found to be the most important in exerting effects directly on OI, and its indirect effects are significant on all the behavioral intentions toward the association, while the perceived fit of recovery strategy with external domains, especially the industry, was not significant with any of the other factors.

The findings from the present study provide professional event association leaderships with significant managerial implications in establishing a sustainable business model to retain current members and increase their intentions toward consistent engagement and long-term commitment.

Stepping forward from the strategic management and organizational behavior literature in the private sector, the authors shed light on a crisis recovery mechanism of professional associations in the event industry, to the best of the authors’ knowledge, the first such attempt in the event management literature.

As an emerging technology, medical artificial intelligence (AI) plays an important role in the healthcare system. However, the service failure of medical AI causes severe violations to user trust. Different from other services that do not involve vital health, customers' trust toward the service of medical AI are difficult to repair after service failure. This study explores the links among different types of attributions (external and internal), service recovery strategies (firm, customer, and co-creation), and service recovery outcomes (trust).

Empirical analysis was carried out using data (N = 338) collected from a 2 × 3 scenario-based experiment. The scenario-based experiment has three stages: service delivery, service failure, and service recovery. The attribution of service failure was divided into two parts (customer vs. firm), while the recovery of service failure was divided into three parts (customer vs. firm vs. co-creation), making the design full factorial.

The results show that (1) internal attribution of the service failure can easily repair both affective-based trust (AFTR) and cognitive-based trust (CGTR), (2) co-creation recovery has a greater positive effect on AFTR while firm recovery is more effective on cognitive-based trust, (3) a series of interesting conclusions are found in the interaction between customers' attribution and service recovery strategy.

The authors' findings are of great significance to the strategy of service recovery after service failure in the medical AI system. According to the attribution type of service failure, medical organizations can choose a strategy to more accurately improve service recovery effect.

The purpose of this study is to investigate whether complaint behavior intentions and expectations of service recovery based on the justice theory are different among customers from collectivistic versus individualistic cultures. A secondary purpose is to find which service recovery strategies are appropriate for different culture-based complaint behavior intentions.

A survey was conducted at universities, and the survey population consisted of college students, who are known to be frequent users of fast-food restaurants. A total of 304 usable questionnaires were collected. Confirmatory factor analysis was conducted to verify the validity of the items, Cronbach’s alpha coefficients were used to examine the internal consistency of the factors, and an independent sample t-test was used to analyze differences in complaint behavior intentions and expectations of service recovery efforts in terms of cultural difference.

The results of this study indicated that South Koreans revealed more voice complaint behavior intentions than Americans did. However, there were no significant differences in expectations of service recovery efforts between them. Second, American customers who indicated voice and private complaint behavior intentions expected distributive, procedural and interpersonal justice in complaint-handling procedures. South Korean customers who indicated voice complaint behavior intentions expected distributive and procedural justice, and South Korean customers who indicated private complaint behavior intentions anticipated interactional justice in complaint-handling procedures.

Understanding customers’ complaint behavior intentions and expectations of service recovery based on the justice theory and cultural differences will suggest practical implications to hospitality industry managers for effective service quality management.

Understanding customers’ complaint behavior intentions and expectations of service recovery based on the justice theory and cultural differences will suggest practical implications to hospitality industry managers for effective service quality management.

The purpose of this paper is to address issues related to organizational design and strategy fit by examining the “strategic stretch” that occurs when there exists a mismatch between an organization's structure and firm‐level strategy.

The paper contains a discussion of relevant issues and a presentation of research that considers the relationship between organizational design, strategy selection, and the competitive environment within which a firm operates. This research includes an analysis of a survey of top managers and an evaluation of organizational design and firm strategy to determine the existence of strategic misfit.

Misfits in strategy and structure exist because of Russian managerial proclivity to maintain direct control through centralization of all strategic formulations and because of high risk‐taking behaviors of Russian managers. While organizational inertia is a clear driver of organizational structure, cultural inertia also exists and, in the case of Russian organizational design, societal organizational culture drives strategy misfits.

An understanding of strategic misfits is crucial for managers so that they may recognize these disconnects early and make improvements as market or firm conditions changes. The results of the analysis of Russian firms suggest that in designing efficient organizations, greater attention should be placed on the specific impact of societal organizational culture. In addition, practitioners in organizational design consulting positions should make clear, whenever they attempt to eliminate misfits between existing structures and current strategies, the need to develop effective stretch for implementation of intended strategies.

The paper provides a unique application of the connection of strategy and organizational design under conditions of extreme uncertainty. This paper also extends the analysis of organizational design and strategy to firms operating in emerging markets. Rapid changes in dynamic, emerging markets provide fertile testing grounds for management theory and practices; this paper examines a unique set of empirical evidence.

This study aims to fill an important gap in the literature by exploring the moderating role of client‐company relationship type on the impact of service recovery judgments on clients' trust and loyalty intentions.

A sample of 216 Brazilian banks clients who made a complaint to their bank within the previous 12 months answered the survey. Data collection took place at a major Brazilian international airport. In terms of relationship type, the authors segmented their sample in two groups: relational and transactional clients. They used multi‐group structural equation modeling to test their hypotheses.

Relational clients showed higher switching costs, trust, and loyalty intentions than transactional clients. The client‐company relationship type also moderated the impact of distributive justice on satisfaction, satisfaction on trust in the management policies and practices (MPP trust), and switching costs on repurchase intentions. MPP trust fully mediated the effects of trust in frontline employees (FLE trust) on loyalty (repurchase and WOM intentions).

The findings suggest that stronger client‐company relationships may limit the impact of service and recovery failures on customer trust and loyalty. This is a critical piece of information for banks as they could customize their recovery strategies to fit the different types of relationships they have with their clients.

By exploring the impact of the type of relationship on the service recovery process and their consequences, this study answers the following important research question: do ongoing client‐company relationships buffer the impact of service recovery on trust and loyalty intentions?

This study aims to examine the role played by brand equity orientation and failure type in service recovery. Specifically, through the lens of forgiveness, the way brand equity orientation and failure type influence consumer response to recovery is revealed.

This research tests a novel model using data collected from 1,589 consumers in two scenario-based experimental studies. The statistical product and service solutions (SPSS) program with the PROCESS tool was used to test the mediation and moderated mediation effects.

The research findings suggest that forgiveness plays a mediation role in the relationship between recovery and satisfaction. Brand equity orientation moderates the mediation effect of forgiveness on the relationship between recovery and recovery satisfaction. In addition, failure type also plays an important role and there is a significant three-way interaction effect (service recovery × brand equity orientation × failure type) on recovery satisfaction under certain circumstances.

Building on the extant literature which focuses on the cognitive process when investigating recovery and consumer reaction, this research advocates the significant role played by the psychological process, namely, the feeling of forgiveness, in explaining the effect of distinct recovery strategies on consumer satisfaction. This research also unveils the effects of brand equity orientation and failure type on recovery outcomes.

When addressing performance failure, brand equity orientation and failure type need to be identified. Businesses could develop recovery strategies to arouse consumer forgiveness, which would lead to increased recovery satisfaction. When designing recovery strategies, managers need to be mindful of the effects of brand equity orientation and failure type.

This research is one of the few which reveals the mediating role played by forgiveness on the effect of recovery. Taking brand equity orientation and failure type into consideration, the findings of this research provide new insights into the recovery literature.

The purpose of this study is to test the interrelationships of green human resource management (GHRM), job embeddedness (JEM), green promotive voice behavior and green prohibitive voice behavior. It assesses JEM as a mediator of the link between GHRM and the aforesaid green voice behavioral consequences.

Data obtained from the employees of 11 restaurants in Northern Cyprus were used to gauge the said relationships via the partial least squares structural equation modeling.

GHRM boosts employees’ JEM. Employees high on JEM exhibit green promotive and prohibitive behaviors at elevated levels. JEM is the psychological mechanism relating GHRM to green work outcomes.

Restaurateurs should create an environment that enables employees to speak up and share their opinions on the problems and challenges concerning the environmental sustainability and green initiatives of the restaurant. In addition, they should develop and maintain good relations with employees via GHRM practices. These are important implications that would promote eco-friendly behaviors among employees.

This paper focuses on JEM, green promotive voice behavior and green prohibitive voice behavior as the neglected outcomes of GHRM. That is, there is no empirical evidence reporting that GHRM fosters employees’ JEM. This is also true for JEM as a mediator linking GHRM to the aforementioned dimensions of green voice behavior. With this stated in mind, this study fills in these gaps.

A combined model involving the intensity of negative emotions and the strategic combinations (timing and means) of service recovery is developed. The purpose of this paper is to evaluate the performances of these different combinations through customer satisfaction, repurchase intention and fitting curves between the two under hotel service scenarios.

A 2 (recovery timing: immediate/delayed) × 2 (recovery means: psychological/economic) × 3 (type of service failure: failure in a delivery system/failure in responding to customer needs/improper employee behavior) between-subject experimental design was used with 456 participants.

The results suggest that immediate and economic recovery effectively raises the service recovery evaluations from customers with low-intensity negative emotions, whereas delayed and psychological recovery helps customers with high-intensity negative emotions to give higher evaluations.

When service failures happen, the strategies for and timing of recovery directly influence customers’ service recovery evaluations. This study sheds light on the role that negative emotions play in the process of service recovery and provides implications for service industry managers.

This paper presents research results and implications in the literature for the last 15 years, and suggests guidelines on how to make the best use of the information to develop strategies that “fit” a service operation. There are considerable benefits of customer satisfaction, loyalty and increased profits from developing strategies to prevent service failures and strategies to successfully implement service recovery.

The purpose of this paper is to examine the influence of different antecedent factors (contingencies) on the design of a service recovery system (SRS).

A conceptual model was framed and a series of hypotheses generated and tested using data from 158 practicing managers using a multivariate general linear modeling technique.

The analyses indicated that firms, by and large, mainly considered environmental factors in the SRS design. Additional evidence suggests that managers do consider other contingencies but may do so in a fragmented manner. The results presented herein indicate that firms design back-office aspects of SRS in response to external factors (i.e. the environmental contingency). In contrast, the front-office components appear to have more diverse antecedents but are strongly influenced by the firm’s recovery orientation. The specific recovery practices appear to be implemented per industry standards. In sum, evidence indicates that there are diverse driving factors to total SRS design.

Limitations are based primarily on the methodology as data were obtained from a single person who represented the entire SRS. Care was taken in the study design in order not to compromise the validity of the findings.

The results indicated that managers responsible for system design need to be holistic in SRS design to more tightly link decisions across multiple contingencies so as to more fully integrate total service system design. This is potentially accomplished through the inclusion of aspects of all relevant contingencies when designing recovery systems.

This paper’s main contribution is that it employs established theory to develop and test a model to show that firms consider multiple contingencies while designing SRS. It contributes to the emerging body of work on SRS design by providing insights that can be considered as driving forces behind the design of SRS.