σταφιδοποιηση

σταφιδοποιηση

Αποτελέσματα (Αγγλικά) 1:

raisinization

Αποτελέσματα (Αγγλικά) 2:

Staffolding

Αποτελέσματα (Αγγλικά) 3:

and hospitality industry. Yet, doing so is becoming increasingly challengingin the contemporary service space (Kandampully, Zhang, &Jaakkola, 2018; Meyer & Schwager, 2007; Walls, Okumus, Wang, &Kwun, 2011). With easier access to information, consumers tend to havehigher expectations of customized service experiences (Chathoth et al.,2014) and fewer barriers to switching providers or expressing negativeword-of-mouth, if the service experience does not meet expectations(Litvin, Goldsmith, & Pan, 2008). Given that displeased customers cancause major reputational damage and loss of business, understandingand dealing with unsatisfactory service experiences has emerged as akey issue in recent tourism management research (e.g., Alegre & Garau,2010; He & Harris, 2014; S�anchez-García & Curr�as-P�erez, 2011; Sparks,So, & Bradley, 2016).In customer behavior and service marketing research, unsatisfactoryservice experiences are usually explained using expectationconfirmationtheory, which suggests that a disconfirmation of customers’expectations leads to dissatisfaction (e.g. Anderson & Sullivan,1993; Oliver, 1981; Parasuraman, Zeithaml, & Berry, 1985; Tse &Wilton, 1988). While this literature has provided many insights onunsatisfactory service experiences, particularly in the tourism and hotelservice context (Nam, Baker, Ahmad, & Goo et al., 2018; S�anchez-García& Curr�as-P�erez, 2011), it is primarily focused on customers’ expectationsand experiences, but provides less insights on supplier expectationsand experiences, and on the interaction between both parties’ expectationsand the resulting experiences.Given that contemporary service experiences are increasingly cocreated(Jaakkola, Helkkula, & Aarikka-Stenroos, 2015), severalstudies in tourism management have emphasized the need for a betterunderstanding of the interactive and co-created service experiencesfrom both the customers’ and service providers’ perspective (e.g., Busser& Shulga, 2018; Campos, Mendes, Valle, & Scott, 2018; Li & Petrick,2008; Shaw, Bailey, & Williams, 2011). Consequently, many recentstudies in tourism management research have adopted a valueco-destruction perspective (e.g., Dolan, Seo, & Kemper, 2019; Quach &Thaichon, 2017; Sthapit, 2018; Zhang, Lu, Torres, & Chen, 2018), andexamined how co-created service interactions can lead to dissatisfactoryservice experiences. Yet, while these studies have applied the valueco-destruction lens conceptually, empirically, they have focused oncustomer data and customer-based insights only, thus providing onlylimited understanding on dissatisfactory service experiences and valueco-destruction from a dyadic perspective