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Despite the growing consensus that consumers extensively use online reviews and that negative reviews can significantly damage brand equity, it remains uncertain whether negative online reviews that focus on different aspects of a service have a similar or differential effect on brand equity. This study aims to fill this gap and explores the mediating role of emotional contagion and what kind of response helps better deter their negative effect.

This research is conducted through a one-panel study and three experimental studies. SAS enterprise miner is used for text mining analysis and Analysis of variance (ANOVA) and Process macro models are used to analyze the experimental data.

Negative reviews related to the tangibility, responsiveness and empathy dimensions have a more detrimental effect on brand equity than negative reviews related to the assurance and reliability dimensions. The results also provide evidence that emotional contagion is more prevalent when consumers read reviews that are specific to the empathy and responsiveness dimensions. Finally, accommodative responses from the service provider are more effective in deterring the effect of a negative online review on brand equity.

The generalizability of this study is limited to the restaurant and hotel industry.

The findings will also help the brand manager in understanding the comparative effect of service quality-specific negative reviews on brand equity and also the type of responses that brand managers should give to negative reviews.

Despite online reviews receiving increased attention in academic research, Service quality (SERVQUAL) dimension-specific reviews have not been studied until now. This study contributes to the service quality-related literature by providing evidence that not all negative online reviews related to different Service quality (SERVQUAL) dimensions equally affect brand equity.

The main goal of this study is to employ unsupervised (lexicon-based) learning approaches to identify readers' emotional dimensions and thumbs-up empathy reactions to reviews of online travel agency apps based on appraisal and stimulus–organism–response (SOR) theories.

Using the Google Play Scraper, we gathered a total of 402,431 reviews from the Google Play Store for two travel agency apps, Tripadvisor and Booking.com. Following the filtering and cleaning of user reviews, we used lexicon-based unsupervised machine learning algorithms to investigate the associations between various emotional dimensions of reviews and review readers' thumbs-up reactions.

The study's findings reveal that the sentiment of different sorts of reviews has a substantial influence on review readers' emotional experiences, causing them to give the app a thumbs up review. Furthermore, readers' thumbs-up responses to the text reviews differed depending on the eight emotional aspects of the reviews.

The results of this research can be applied in the development of online travel agency apps. The findings suggest that app developers can enhance users' emotional experiences by considering the sentiment and emotional aspects of reviews in their design and implementation. Additionally, the results can be used by travel agencies to improve their online reputation and attract more customers by providing a positive user experience.

The findings of this research have the potential to have a significant impact on society by providing insights into the emotional experiences of users when they engage with online travel agency apps. The study highlights the importance of considering the emotional aspect of user reviews, which can help app developers to create more user-friendly and empathetic products.

The current study is the first to evaluate the impact of users' thumbs-up empathetic reactions on user evaluations of online travel agency applications using unsupervised (lexicon-based) learning methodologies.

This study aims to explore the impact of inclusion of victim empathy-based content in offender treatment.

This study first presents a systematic review of 20 papers before proceeding to consider qualitative interviews with therapists (n = 7) and forensic patients (n = 5), who had completed a long-term violence therapy (Life Minus Violence – Enhanced, LMV-E©). The research explored perceptions of forensic patients and treatment facilitators when completing victim empathy work and explored any negative effects this may have.

Findings from the systematic review indicated five themes: interventions incorporating victim empathy can be effective; there are positive risk-understanding consequences from completing victim empathy work; offenders perceive victim empathy positively; the emotional impact of victim empathy work on offenders’ is poorly explored; and completing victim empathy in treatment groups receives mixed evaluations from offenders. The systematic review was used to inform the interview themes for the resulting qualitative study with facilitators and forensic patients. This study indicated six themes: victim empathy content facilitates change; victim empathy content can be difficult for patients; victim empathy content can lead to an emotional response; victim empathy content can be beneficial, with the process important; victim empathy content can help understand risk, and patients’ experience of treatment begins before attending sessions.

The potential impact of victim empathy content needs to be evaluated before sessions are completed, accounting for client expectations and treatment readiness. This should include ensuring that appropriate support is in place. Any support provided to patients should be regularly reviewed.

The study represents the first to apply detailed analysis to this topic area and with a complex group.

Empathy, or the process of feeling or knowing how another feels, is a critical component of social interactions, and may be of particular importance to organizational functioning. This chapter addresses a literature gap on empathy in organizational contexts by providing a review of empathy research in a management setting.

We integrate the developing field of empathy research and provide a conceptual framework built on Ashkanasy’s (2003) five levels of analysis in emotions research, emphasizing within-person, between-person, interpersonal, group-level, and organization-level processes.

Our model addresses the complaint that empathy definitions are not consistent by illustrating how the level of analysis alters the view of empathy’s role in organizations.

This multi-level model of empathy provides a framework to identify gaps in the empathy literature and make recommendations for future research.

This new model of empathy will help practitioners use and understand empathy by providing a structure of how empathy is manifested in organizational settings.

The field of empathy research has been limited by inconsistent definitions and a lack of a model that outlines how empathy is used in organizations. This multi-level model of empathy provides the necessary framework for researchers and practitioners to advance the research and practice of empathy in organizations.

Empathy is a core characteristic of helping and caring interactions and thus is fundamental to service. Yet, to date, service marketing literature has focused on a restricted view of the value of empathy as it leads to improved service quality perceptions and successful sales outcomes. The aim of this paper is to provide a review of the empathy literature and the dispositional and situational factors affecting it, so as to further explore its potential benefits and limitations for service.

A summative review of the empathy literature uncovers cause–effect relationships and their potential boundary conditions. Theoretical propositions set an agenda for future research on empathy for service that breaks new ground.

Empathy can reduce anti-social, revenge, discrimination and unethical behaviors in service settings. It can also improve value-in-context experiences for users of service innovations. Notwithstanding its potential benefits, empathy can diminish the objectivity and performance of service providers when experienced at extreme levels. Empathy can also serve as an ingratiation influence tactic and can be detrimental to the target in embarrassing service contexts.

This paper suggests propositions for future research to advance theory and managerial practice on the use of empathy to improve service outcomes for interacting actors. It also alludes to the potential dark side of empathy when experienced at excessive levels or when used to manipulate.

The purpose of this paper is to examine the role of empathy and apology in service recovery, and more specifically, establish how these factors promote positive service outcomes, typified by reconciliation and mitigate negative occurrences, characterised by customer retaliation and avoidance.

This study used an online panel to collect data from 213 US residents, who were asked to recall a service failure episode they experienced within the past six months, write briefly about it and answer a questionnaire measuring constructs of interest in relation to their previous experience. Structural equation modelling was used to analyse the quantitative data.

Both service employee empathy and apology were found to have a moderating effect on the relationship between service failure severity and reconciliation, retaliation and avoidance.

The combination of empathy and apology as moderators into a single framework represents a unique contribution of this research. Furthermore, outcome variables of reconciliation, retaliation and avoidance are utlilized to measure relationship outcomes following service failure. This study highlights the need for managers to design hiring and training policies to promote empathy and the use of sincere apologies throughout customer interactions.

Selection and training of expatriates emphasizes the importance of respecting and adapting to local cultural norms. However, even when motivated to modify their behavior, expatriates tend to act in ways which transgress host country cultural norms. While such transgressions can harm working relationships between expatriate manager and host country nationals (HCNs), this is not an inevitable outcome. The purpose of this paper is to apply the social psychological construct of forbearance to create a model which considers how transgression severity, responsibility attributions made by the HCN, empathy, and expatriate manager reputation influence HCN forbearance in the face of culturally inappropriate leadership behaviors.

This is a conceptual paper, which proposes forbearance as a process which can reduce dysfunctional outcomes on working relationships resulting from culturally inappropriate behaviors by expatriate managers.

The author argues that differences between expatriate and host country implicit leadership theories influence HCN attributions for culturally inappropriate leadership behaviors. These attributions, together with expatriate reputation, HCN empathy, and the severity of the cultural transgression, will determine the extent to which HCNs are likely to exercise forbearance.

The paper suggests several important lines of research into the initial establishment of an effective working relationship between expatriate and HCN. Suggestions for further elaboration and testing of the model are also provided.

The model points to important processes (e.g. establishing incoming expatriate’s reputation, managing attributions, and facilitating empathy) which have the potential to reduce difficulties early in the assignment.

Much research into expatriate adjustment focuses on the expatriate. This paper adopts the perspective of the HCN, providing a framework for better understanding perceptual and attributional processes influencing the relationship.

Role-taking, perspective taking, and empathy have developed through parallel literatures in sociology and psychology. All three concepts address the ways that people attune the self to others’ thoughts and feelings. Despite conceptual and operational overlap, researchers have yet to synthesize existing research across the three concepts. We undertake the task of theoretical synthesis, constructing a model in which role-taking emerges as a multidimensional process that includes perspective taking and empathy as component parts.

We review the literatures on role-taking, perspective taking, and empathy across disciplines. Focusing on definitions, measures, and interventions, we discern how the concepts overlap, how they are distinct, and how they work together in theoretically meaningful ways.

The review identifies two key axes on which each concept varies: the relative roles of affect and cognition, and the relative emphasis on self and structure. The review highlights the cognitive nature of perspective taking, the affective nature of empathy, and the structural nature of role-taking. In a move toward theoretical synthesis, we propose a definition that centers role-taking as a sociological construct, with perspective taking and empathy representing cognition and affect, respectively.

Role-taking is an important part of selfhood and community social life. It is a skill that varies in patterned ways, including along lines of status and power. Theoretical synthesis clarifies the process of role-taking and fosters the construction of effective interventions aimed at equalizing role-taking in interpersonal interaction.

This paper aims to conceptualize and discuss empathic organizational culture and leadership along with organizational implications.

The authors reviewed literature to conceptualize empathic organizational culture and leadership. They referred to Hofstede’s organizational culture concept and studies on empathy to explore how leader–follower relationships are influenced by a leader’s empathic disposition.

Organizational leadership is instrumental in shaping employee performance. While work design, culture, peer support and resource accessibility are discernible, leadership style, control and others are covert. Leaders’ empathic attitudes and dispositions can positively influence organizational functions for improved performance. This review suggests that organizational culture should support growth, proper functioning and effective coordination between employees for improved organizational effectiveness.

The authors conducted searches in leadership and management journals to help conceptualize leaders’ empathic disposition. Future researchers may explore other bodies of literature and the cultural demographic differences in exhibiting empathic leadership and its effectiveness. Researchers can explore how empathic culture relates to job motivation, satisfaction and commitment. The authors suggest that future research may explore how employees’ and supervisors’ behaviors and interactions can create an empathic organizational culture.

The authors identify the characteristics in an empathic leader to articulate the role of empathy in leadership. Alignment between person, group norms and organizational values is more important than the existence of culture.

Empathy is studied by researchers from various disciplines. Similarly, employee well-being has received attention from organizational researchers from many fields. However, researchers have given inadequate attention to conceptualizing an empathic organizational culture and its interrelationship with leadership. The authors offer a more positive perspective to the leader-member exchange (LMX) research by describing how leaders can sustain positive relationships with employees rather than the purely transactional exchanges that characterize LMX.

The purpose of this paper is to present a review of the literature within the fields of public librarianship, social exclusion and empathy.

The cross‐disciplinary review involved the consultation of material from disciplines including library and information management, politics, social policy and social sciences, cultural studies, psychology, management and organizational theory. It was structured according to the following themes: exclusion, inclusion and social policy, social inclusion in public services and the cultural sector, the role of public libraries in social inclusion and professional empathy and the public library service. Findings –The concept of social inclusion remains at the core of public library policy and strategy, and is embedded in contemporary social theory. Conflicting views have emerged as to the perceived and actual role of the public library in combating social exclusion, with a need expressed for research to be conducted that bridges the gap between the “philosophical” interpretations of community librarianship and the more practical, “real world” studies, in order to fully understand the concept of community librarianship. A critical link is made between social inclusion and public librarianship to professional empathy.

The paper provides an edited version of the overall literature review, yet it is felt that it would be of theoretical and practical relevance and value to the professional and academic communities.

Empathy is a relatively new concept in librarianship research, and prior to the study of which this review forms a part only limited findings have been available.