Despite substantial benefits of an effective complaint management for companies, there is ample evidence that many companies do not handle customer complaints appropriately. This paper aims at providing a theoretical explanation for this surprising phenomenon. Drawing on psychological and organizational theory, the authors introduce the concept of defensive organizational behavior towards customer complaints as well as provide a rich conceptualization and operationalization of this phenomenon. Moreover, in an empirical study, they systematically analyze how defensive
organizational behavior towards customer complaints is driven by organizational
antecedents and, based on a dyadic data set, how it affects customer post-complaint reactions.
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