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The research aims to addresses the limitations of previous literature regarding choosing the appropriate conceptualization of trust (i.e. interpersonal trust or system trust) and the role of design aesthetics in generating system trust and intention to adopt mobile banking.

The research conducts two studies. Study 1 determines the degree of humanness in a mobile banking application. Study 2 tests the research model. A total of 261 respondents participate in Study 1 and 491 in Study 2. Statistical Package for the Social Sciences (SPSS) (study 1) and SmartPLS (PLS software) (study 2) are used to test the hypotheses.

Study 1 establishes that the mobile banking application is perceived to have low humanness. Thus, it is expected that system trust is more appropriate to use than interpersonal trust. Study 2 demonstrates that (i) system trust is more useful than interpersonal trust in the mobile banking context and (ii) design aesthetics positively influences consumer system trust and intention to adopt.

To the best of the authors' knowledge, the current research is the first to distinguish empirically between system trust and interpersonal trust and identify the best choice of mobile banking trust type. Specifically, the study determined the choice of system trust for mobile banking through a priori humanness measures and validated this choice by measuring both system trust and interpersonal trust, which has not been done before. In addition, retail banking should consider the influence of design aesthetics on consumer trust and incorporate elements that enhance consumers' opinions about the mobile banking application's functionality, reliability and helpfulness.

So far, whether customers' involvement strengthens or weakens the process of service recovery has remained unclear. Filling this gap, this study aims to investigate the effect of customers' participation on customers' post-recovery outcomes in the context of the banking industry. More specifically, this study delineates how and when customer participation (CP) proves effective in creating and enhancing favourable post-recovery outcomes.

With the help of an online survey, this study collects responses from 314 bank customers and analyses them using SmartPLS.

The results show that customers' participation in service recovery positively affects customers' perceived utilitarian and hedonic values. Customers' perceived utilitarian and hedonic values positively influence customers' recovery satisfaction which, in turn, positively relates to their continuance intention and positive word-of-mouth (PWOM). Furthermore, customers' positive psychological capital (CPPC) positively moderates the relationship of CP in service recovery with perceived utilitarian value and hedonic value.

This study unveils the negative facet of co-created service recovery, which has rarely been addressed in the service recovery literature, especially in the context of the banking industry. This study demonstrates that the effectiveness of customers' participation in creating favourable post-recovery outcomes is contingent on CPPC. Moreover, this study confirms that not all customers may value customers' participation in the service recovery process.

This paper aims to explore and conceptualize service recovery as an organizational capability. It proposes a new construct labeled knowledge-enabled recovery effectiveness (KERE).

Measures capturing the KERE construct were developed through domain identification, item pool generation using focus group interviews with managers involved in complaint management and content expert validation.

A first pool of 73 items was generated and then reduced to 37 items. Focus group interviews confirm the theoretical relevance of the KERE construct. Recovery culture, recovery process and internal recovery resources are the different components of a firm’s knowledge that serve as inputs, or as a source of a firm’s service recovery capabilities.

A quantitative study is needed in future research to assess the KERE’s construct structure and validity.

Managers may use the proposed scale to foster effective and relevant marketing strategies by setting clear policies that consider service recovery as a knowledge-based activity rather than a control targeted activity.

This research demonstrates the mutual dialogue between service recovery and knowledge-based capabilities. Also, it proposes a new concept labeled KERE and a raw scale to further understand firms’ aptitude in service recovery.

The objective of this paper is to highlight the importance of information technology in service recovery performance through the exploration of its influence on service recovery performance components and determinants.

A general inductive approach for analyzing qualitative data was adopted since the main research question of “How can information technology enable successful service recovery?” has not been examined in the complaint management literature. Data were collected through in‐depth interviews with key executives working in the Tunisian banking sector.

Drawing on the knowledge‐based view (KBV), the authors develop a general framework to understand the differences in service recovery performance (SRP). The research shows that various knowledge‐based resources such as customer orientation (CO), internal orientation (IO), and information technology (IT) complement one another to impact on SRP. Ignoring the complementarities of these resources in assessing SRP can seriously underestimate the impact of IT on the knowledge assets that are embedded in the firm recovery competency. This distinctive business competency is labelled knowledge enabled recovery effectiveness (KERE).

Given the exploratory nature of this study, these preliminary results need quantitative research to refine theory and measurement of service recovery capabilities and for future validation of the proposed framework.

The findings provide important implications for the effective design and the automation of complaint management and for the intervening mechanisms that govern the IT business value.

The paper examines the issue of complaint management from a knowledge based view and calls for the need to consider specific customer relationship management (CRM) areas as a set of knowledge based activities.

The purpose of this paper is to introduce the concept of customer knowledge-enabled innovation (CKEI) and suggests a scale for its eventual measurement. The process of the scale development is presented in detail following the Churchill (1979) paradigm. CKEI is defined as the capacity of the organization to introduce new products and services on the basis of effective management of customer knowledge. It reflects the degree to which the company is endowed with the expertise of managing properly customer knowledge in order to enhance innovation.

The CKEI raw scale is mainly composed of 57 items. In an effort to purify the scale measurement, test and validate its psychometric specificities, two surveys were administrated among two independent samples. Respondents were new product managers or marketing managers. One manager per firm was interviewed. The convenience sampling method was applied.

The CKEI scale has been intended to be uni-dimensional. It encompasses three main facets: the integrative capacity of the firm, the structural capacity and the internal management capacity. The developed scale is valid and highly reliable (composite reliability=0.90; variance extracted=0.5). After exploratory factor analysis and confirmatory factor analysis, a pool of ten items was retained for the eventual measurement of the CKEI scale.

CKEI has been tested in a Tunisian context; continued refinement of the proposed CKEI scale is, undoubtedly, possible and even desired, based on further research in other business environments. Such refinements and modifications could necessitate the inclusion of new items, or the deletion of original ones. In some cases, the hypothesized factor structure may need modifications. To keep abreast with the ever-changing business environment, the paper strongly urged to incorporate these relevant aspects in the scale into the future research, so that a valid measure of CKEI can be ensured on an ongoing basis.

The scale is offered to provide managers with a practical tool for the evaluation of their forces and weaknesses in managing customer knowledge in organizations. It is considered as a barometer allowing them to adjust and to modify continually their innovation strategies focusing on the intellectual capital management.

CKEI is a new concept that is introduced in this research as a knowledge-based capability which helps companies to sustain competitive advantage. The relevance of the CKEI is that it is considered as a dynamic capability integrating both innovation and customer knowledge management theories.