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In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research on third-party reactions to unfairness, we suggest employees engage in customer-directed prosocial rule breaking when they believe their organizations’ policies treat customers unfairly. Additionally, we consider employee, customer, and situational characteristics that enhance or inhibit the relationship between employees’ perceptions of organizational policy unfairness and customer-directed prosocial rule breaking.

Relationships are socially constructed by companies in interaction. This study explains the dynamic character of business-to-business relationships with the aid of rules theory, a theory borrowed from the communications field. Two forms of rules are identified: constitutive rules guide the interpretation of the other's acts, and regulative rules guide the appropriate response to the interpreted act. Rules theory asserts that companies act as if applying these rules. Relationships provide not only the context in which the parties’ acts are performed but are also the result of such acts. Thus, relationships are potentially reshaped each time one party performs an act and the other party gives meaning to that act and reacts.

There is increasing recognition that a marketing, customer-based perspective in merger and acquisition (M&A) processes is needed. However, there is still limited information about how customers experience an acquisition and whether merging firms perceive their customers as assets to trade or as stakeholders to engage. In this chapter, the authors aim to contribute to this knowledge gap by developing a research agenda that incorporates a customer-based perspective in the investigation of M&A. The authors achieve this aim by reviewing 40 articles published in economic, marketing and management journals that examine customer and marketing issues in M&As. By engaging with existing studies and their hidden assumptions and drawing inspiration from current trends in the analysis of consumer behavior, the authors suggest four research avenues to inform future studies and to increase our understanding of M&As from the customer perspective.

Customer experience is increasingly recognized as a source of competitive advantage. Customer experience refers to customers' responses and reactions to cues within touchpoints along customer journeys. Nowadays, customers often interact with online touchpoints – such as social media, websites, or e-commerce – in their customer journeys. Given that customer experience is multidimensional, this chapter addresses the following question: How can sensorial experiences be triggered in online touchpoints? Based on a review of the literature on customer experience and sensory marketing, four challenges in triggering sensorial experiences in online touchpoints are identified: (1) limited sensorial cues, (2) lack of thematic congruence between online and offline touchpoints, (3) sensory overload, and (4) lesser control over sensorial cues. Then, two routes through which organizations can trigger sensorial experiences in online touchpoints are proposed: (1) directly influencing sensations through sensory-enabling technologies, and (2) indirectly influencing sensorial perceptions through the use of sensory and nonsensory cues. The chapter closes with a presentation of a model that describes the process of triggering sensorial experiences in online touchpoints as well as a checklist of relevant questions for practitioners who wish to do so.

Occupational stress is common in the workplace and leads to various negative outcomes such as burnout, turnover, and medical problems. Although occupational stress is associated with negative connotations, it also can foster workplace resiliency. Workplace resiliency involves the ability to recover quickly in the face of adversity. Emotionally laborious jobs, or jobs in which employees must modify, manage, or regulate their emotions as part of their work role, are inherently stressful. Thus, such jobs, while stress-inducing, may also offer employees opportunities to become more resilient at work. Currently, display rules, rules encouraging the suppression and expression of certain emotions, dictate workplace emotions and thus, interactions. Ultimately, display rule adherence makes it difficult for employees engaging in emotional labor to build resilience. In this chapter, the authors detail how and when emotional labor encounters lead to episodic and prolonged workplace resilience. Specifically, the authors outline instances in which employees engaging in emotional labor can create and sustain workplace resiliency by not deploying an acting strategy and instead, breaking character. The authors further discuss individual and organizational factors that may impact this process as well such as personality and organizational culture that serve as potential boundary conditions to workplace resilience capacity. The authors conclude with implications for both researchers and practitioners.

This chapter explains and discusses the role and potential of psychophysiological tools of research in tourism and hospitality. As tourism and hospitality services are in general inseparable, i.e. the delivery and the consumption of the service mostly take place at the same time, they tend to involve service encounters which intense and frequent contact and social interactions between the customers and the service providers. These intense and frequent contact and social interactions during service encounters may determine the satisfaction and dissatisfaction of the customers. Hence, the measurement of actual emotions to understand the reactions of customers to various aspects of the service is of paramount importance. Psychophysiological tools, often referred to as neuromarketing tools, allow the collection of realistic data regarding the emotions of the customers. Based on the above background, this chapter explains and discusses the use of tools such as the EEG, Eye Tracker, Galvanic Skin Response, and Facial Expression Recognition in understanding tourism and hospitality customers' reactions and emotions to various aspects of the service.

Customers are important stakeholders for any company; yet, they seem not to be widely discussed in merger and acquisition research. This chapter synthesizes the current body of research on customers in mergers and acquisitions through presenting a systematic literature review. The chapter is based on a systematic literature review resulting from a search in EBSCO Host for any research item that refers to “customer” and “consolidation or merger of corporation.” All articles were coded to specify how customers are described, with a focus on whether customers are expected to affect and/or be affected by the merger or acquisition. Articles were compared with regard to their year of issue and research disciplines of publishing journals. The review indicates how customers continue to be discussed only to limited extent. The customer roles array from them as an acquirable customer base to customers as actors, whose activities become the very reason to merge or acquire. Literature also refers to them as victims and affected by the merger or acquisition, and reacting parties. In addition to the description of welfare transfer from consumers to acquirers in law and economics studies, the different ways of referring to customers extend beyond specific research disciplines. The literature review indicates more multifaceted ways of describing customers in recent research. No systematic literature review on customers in merger and acquisition literature has previously been conducted. The comparison of research disciplines, years of issue, and customer roles provides new insights into developments in the merger and acquisition field of research.

Advances in technology over recent years made it possible to use machines and artificial intelligence to develop commercially viable solutions for companies to listen to consumers, decode the meaning, and respond accordingly. In parallel, solutions have been developed that are able to automatically track facial expressions of consumers when reacting to a given marketing stimulus.

The authors look at how marketing executives can apply these technologies to generate enhanced customer insights, providing a realistic context for future applications. The focus is on bringing researchers and managers closer to those moments of truth and our ability to understand customer emotions, emotional reaction, everyday language, and ultimately brand engagement.

The chapter covers the application of commercially viable use cases for (1) the automated measurement of emotions through facial coding to optimize advertizing and content, and (2) the use of voice coding technology to design interactive chatbots as an alternative to traditional surveys. In the outlook, the authors describe the potential that these technologies provide for future research and further use cases.

Tourism and hospitality employment have long faced widely recognised challenges with regard to employment, its workforce and the workplace environment, issues that have been addressed by generations of policymakers and practitioners without evident success or solution. These wicked problems are frequently characterised by inherent paradoxes and, therefore, accepting the tenets of paradox theory provides the basis for recognising the need to accept contradictions as a reality which a search for solutions will not resolve. This chapter presents six examples of wicked problems in tourism and hospitality employment, which are underpinned by paradoxes as proxies for the much wider range of intractable problems that beset policy-making and practice in this vital area of tourism and hospitality. The chapter concludes by suggesting ways in which wicked problems can be accommodated, and stakeholders can learn to understand and live with paradoxes.

The research about the concept of Halal tourism has emerged recently. It becomes the vital factor in determining the tourists's satisfaction or their loyalty. Thus, this concept needs to be developed in certain areas because it still not acknowledged. The purpose of this study is to align the theoretical foundations of Halal tourism to conventional tourism paradigms. It investigates the value of Muslim tourists' perception in the context of Malaysian tourist destination. The six variables of Muslim tourist perceived value (MTPV) are examined such as quality, price, emotional, social, physical and non-physical attributes. The respondents of the research are a total of 205 Muslim tourists in Langkawi, Malaysia during October 2021 (Langkawi Tourism Bubble). The results indicated four (4) variables have impacts on tourist satisfaction. Practical implications will impact towards cognitive, affective and Islamic (i.e. Halal) values on tourist satisfaction. It was examined as one of the priotitize destination experience on tourist satisfaction. The findings provide Malaysian tourism with significant managerial implications. It also impacted the Halal tourism as a new approach specifically in the post COVID-19 era. Hence, in improving Muslim tourist satisfaction, destination marketers should consider the Halal tourism. Tour agencies also should scrutinize the product and services value including destination attributes that they offer. The destination's competitiveness will be strengthened with the right destination attraction, facilities, accommodation and activities that suit Muslim tourists.