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Systematic efforts to study students' use of informal learning spaces are crucial for determining how, when and why students use such spaces. This case study provides an example of an effort to evaluate an informal learning space on the basis of students' usage of the space and the features within the space.

Use of heatmap camera technology and a semi-structured interview with a supervisor of an informal learning space supported the mixed-methods evaluation of the space.

Findings from both the heatmap outputs and semi-structured interview suggested that students' use of the informal learning space is limited due to the location of the space on campus and circumstances surrounding students' day-to-day schedules and needs.

Findings from both the heatmap outputs and semi-structured interview suggested that students' use of the informal learning space is limited due to the location of the space on campus and circumstances surrounding students' day-to-day schedules and needs. These findings are actively contributing to the authors’ institution’s efforts surrounding planning, funding and design of other informal learning spaces on campus.

While most research on instructors' and students' use of space has taken place in formal classrooms, some higher education scholars have explored ways in which college and university students use informal spaces around their campuses (e.g. Harrop and Turpin, 2013; Ramu et al., 2022). Given the extensive time students spend on their campuses outside of formal class meetings (Deepwell and Malik, 2008), higher education institutions must take measures to better understand how their students use informal learning spaces to allocate resources toward the optimization of such spaces. This mixed-methods case study advances the emerging global discussion on how, when and why students use informal learning spaces.

This study aims to examine the relations between service employee blame attributions in response to customer incivility and revenge desires and revenge behavior toward customers, and whether employee empathy moderated these relations.

The authors used survey data based on the critical incident method provided by a sample of 431 customer service employees.

The results suggested that blaming a customer was positively associated with desire for revenge and revenge behaviors against the uncivil customer. In addition, the authors found that blame was less strongly associated with desire for revenge when employees empathized with customers. Finally, the results show that an employee who desired revenge against the uncivil customer and who empathized with the customer was more – not less – likely to engage in revenge.

The authors found that when employees experience mistreatment from customers, it increases the likelihood that they will blame the offending customer and behave in ways that are contrary to their organization’s interests. The results suggest several points of intervention for organizations to more effectively respond to customer mistreatment.

In this study, the authors make one of the first attempts to investigate the relationships between service employee attributions of blame when they experience customer incivility, desire for revenge and customer-directed revenge behaviors. The authors also examined whether empathy moderates the relations between blame attribution, desires for revenge and revenge behavior.

Service providers can potentially play a critical role in responding to the global refugee crisis. However, recent evidence suggests that local service employees’ negative and inappropriate behavior is hindering efforts to alleviate the problems faced by refugees. As a response to the call to action to engage with the global refugee crisis in service context and adopting the transformative service research perspective, this paper aims to understand service employees’ motivations to engage in sabotage when they interact with refugees in service settings.

This paper focuses on the case of Syrian refugees in Turkey as a context. Using a netnographic study, this study analyzes comments by Turkish service employees in different social media groups and newspapers’ online platforms to reveal the motivations of those employees to engage in sabotage behavior.

The findings of this study revealed employees use five emerging themes as potential motivations to justify their sabotage behavior when serving refugees: perceived scarcity of resources, perceived fairness, perceived identity mismatch, perceived role of government and perceived role of other nations.

The findings of this study have implications for service organizations, communities and governments to manage, change and even remove some of those perceptions that lead to employee sabotage resulting in increased suffering of refugees.

To the best of the author’s knowledge, this is the first study to examine the employee sabotage behavior in the context of serving refugees.

Aims to describe a variety of journal‐writing processes and how they have been used with students in a graduate course in human resource development; describes possible causes of learning and writing blocks and how they can be overcome; evaluates the creative journal process by describing advantages, disadvantages and issues from both the students′ and the lecturers′ perspectives; and offers suggestions for people who use the journal process.

The purpose of this paper is to examine the mechanisms that link customer verbal aggression with service sabotage. Additionally, this study also tests whether emotional dissonance mediates the relationships between customer verbal aggression and the revenge motive, and between customer verbal aggression and service sabotage.

This study investigated flight attendants from six airlines in Taiwan. A total of 1,000 questionnaires were distributed, resulting in the return of 504 valid questionnaires, yielding a valid response rate of 50.4 percent.

The findings demonstrate that: emotional dissonance mediates the relationship between customer verbal aggression and revenge motive; emotional dissonance mediates the relationship between customer verbal aggression and service sabotage; customer verbal aggression is positively related to the revenge motive; revenge motive positively relates to service sabotage.

This study has investigated the following: how customer verbal aggression causes revenge motive via the mediation of emotional dissonance, how customer verbal aggression results in service sabotage via the mediation of emotional dissonance. The results provide a basis for making suggestions regarding service management as a reference for airlines.

This chapter provides a retrospective and prospective exploration of some of the challenges faced by doctoral education, specifically as they relate to advanced studies of educational administration (EA).

It applies a critical stance to the current status of knowledge in the ‘leadership field’ and the intellectual underpinnings that inform the studies available as reference for doctoral students.

Nested within wider changing conditions for university and doctoral education, it is argued that the published field as currently constituted suffers from both banal and ‘non-wicked’ leadership orthodoxies that might lead to doctoral stagnation.

Reasons are suggested and prospects considered for revitalising scholarship for the upcoming generation of EA alumni, scholars and practitioners.

This paper aims to examine the associations between individual factors (personality and demographic variables) and contextual factors (servicescape and situation‐specific variables), and the motives that drive episodes of dysfunctional customer behavior.

Self‐report data were collected from a survey of bar, hotel, and restaurant customers (n=380). Confirmatory factor analysis and hierarchical cluster analysis were utilized to analyze the data.

Analysis of the data revealed three clusters of motives labelled: financial egotists, money grabbers, and ego revengers. Statistically significant differences were revealed across the personality, servicescape, and situation specific variables for each motive. However, no differences were found concerning demographic variables.

This research emphasizes the primacy of three customer behavior motivations. Future research might investigate the motives for dysfunctional customer behavior across different organizational contexts and the dynamics between such motivations.

The findings of the study indicate that service managers can proactively control and manipulate servicescape and situation‐specific variables that relate to customer misbehavior motives.

No existing scholarly research has developed a data‐grounded understanding of the motivations of dysfunctional customer behaviors. Moreover, to date, no study has explored the associations between customer's motives to misbehave and personality, situation specific, servicescape, and demographic variables.

The purpose of this paper is to examine “nasty” retail shopping experiences. The paper aims to consider implications of distrust related to theft control measures in retail customer service.

Storytelling as a “memory‐work” method draws on phenomenology, hermeneutics, and the narrative. Researchers and participants worked together as co‐researchers to analyze and interpret “lived” experiences contained in their written personal stories. The authors extend this understanding in the context of existing literature.

Distrust pervaded the stories, which focused on shoplifting accusations (real and imagined). As a violation of implicit trust, distrust provoked intense moral emotions, damaged identities, and fuelled retaliation. Findings illustrate a pervasive downward “spiral of distrust” in the retail context.

Results suggest that retailers use store personnel rather than technological surveillance to control theft. Interacting with customers and displaying cooperation builds respect, trust, and relationships and may deter theft. Retailers should add signs of trust and remove signs of distrust from retail environments. They cannot rely on service recovery to appease customers disgruntled by distrust.

When retailers act as if they care, customers reciprocate, creating upward trust spirals and stronger communities.

A dark side to retail loss‐prevention tactics is demonstrated in the paper. Surveillance signals distrust, which repels customers and resists service recovery. Concepts of spirals of distrust and trust to the services marketing literature are introduced. The spirals illustrate how distrust destroys and trust builds relationships and communities. Furthermore, ideas are offered about ways to start upward trust spirals.

This paper analyses how the purchase channel and customer complaint goals affect the sequential choice of post–purchase complaint channels when customers experience a service failure followed by a service recovery failure (double deviation).

An online survey involving a scenario manipulation was conducted with 577 apparel shoppers. The study employs multi-group latent class analysis to estimate latent customer segments within both online and offline groups of shoppers and compare latent classes between the two groups.

The results show that the purchase channel has a lock-in effect on the complaint channel, which is stronger for offline buyers. Moreover, there is evidence of channel synergy effects in the case of having to complain twice: shoppers who complain in store in the first attempt turn to online channels in the second complaint attempt, and vice versa. Complaint goals shape the choice of complaint channels and define different shopper segments.

The present study is the first to adopt a cross-stage approach that analyses the dependencies between the purchase channel and the complaint channel used on two subsequent occasions: the first complaint after a service failure and the second following a service recovery failure.