A dual‐path model of observers' responses to customer incivility: An attribution lens.
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| Title: | A dual‐path model of observers' responses to customer incivility: An attribution lens. |
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| Authors: | Zhao, Jingyou, Han, Mingyan, Zhang, Bingchao, Jiao, Niantao |
| Source: | Journal of Occupational & Organizational Psychology. Jun2025, Vol. 98 Issue 2, p1-27. 27p. |
| Subjects: | Statistical power analysis, Personnel management, Research funding, T-test (Statistics), Empirical research, Questionnaires, Anger, Work environment, Customer relations, Analysis of covariance, Group dynamics, Chi-squared test, Descriptive statistics, Psychology, Ethics, Analysis of variance, Interpersonal relations, Theory, Data analysis software, Offensive behavior, Job performance, Self-perception |
| Geographic Terms: | China |
| Abstract: | To date, empirical studies of customer incivility have primarily focused on exploring the negative reactions of victims. We shift the predominant focus from victims to observers (coworkers of the victims) and establish a link between customer incivility and observers' service performance. According to attribution theory, we propose that customer incivility could exert differential effects on observers' service performance, which depend on observers' blame attribution. Specifically, when observers make employee‐directed blame attribution, customer incivility is more likely to trigger observers' self‐reflection, which in turn increases their service performance. Conversely, when observers make customer‐directed blame attribution, customer incivility is more likely to evoke observers' moral anger, which in turn decreases their service performance. The scenario experimental design (Study 1) and time‐lagged survey design (Study 2) provide support for our hypotheses. By developing a dialectical framework that integrates opposing attributional pathways, this study advances the customer incivility literature and provides insightful implications to service managers. [ABSTRACT FROM AUTHOR] |
| Copyright of Journal of Occupational & Organizational Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Database: | Psychology and Behavioral Sciences Collection |
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| Abstract: | To date, empirical studies of customer incivility have primarily focused on exploring the negative reactions of victims. We shift the predominant focus from victims to observers (coworkers of the victims) and establish a link between customer incivility and observers' service performance. According to attribution theory, we propose that customer incivility could exert differential effects on observers' service performance, which depend on observers' blame attribution. Specifically, when observers make employee‐directed blame attribution, customer incivility is more likely to trigger observers' self‐reflection, which in turn increases their service performance. Conversely, when observers make customer‐directed blame attribution, customer incivility is more likely to evoke observers' moral anger, which in turn decreases their service performance. The scenario experimental design (Study 1) and time‐lagged survey design (Study 2) provide support for our hypotheses. By developing a dialectical framework that integrates opposing attributional pathways, this study advances the customer incivility literature and provides insightful implications to service managers. [ABSTRACT FROM AUTHOR] |
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| ISSN: | 09631798 |
| DOI: | 10.1111/joop.70022 |
