{"id":{"repo_id":"cornell","oai_identifier":"oai:ecommons.cornell.edu:1813/113901"},"canonical_url":"https://search.dev.ndltd.org/etd/cornell/oai:ecommons.cornell.edu:1813/113901","repository":{"repo_id":"cornell","name":"Cornell University","base_url":"https://ecommons.cornell.edu/server/oai/request"},"display":{"title":"An Examination of the Underlying Mechanisms of Customer Incivility: A Cognitive Approach","abstract":"Customer incivility (CI) is a pervasive problem in service encounters and involves negative consequences for employees and organizational performance. While prior research has focused on the detrimental effects of CI, there is a limited understanding of its antecedents, especially from the customer perspective. To address this gap, this research examined the customer’s cognitive processes underlying CI. Drawing on cognitive appraisal theory, this research hypothesized that customer anger mediates the relationships between negative service experiences and CI and that confirmation bias, overconfidence, and social influence moderate the relationships. Using data from consumer surveys (Study 1) and TripAdvisor reviews (Study 2), findings show that conflict with employees is a key driver of CI, mediated by anger. Additionally, Study 1 found that confirmation bias and overconfidence moderate the effect of conflict on anger. Moreover, Study 2 showed that social-influence bias moderates the relationship between conflict and anger. These results have theoretical and practical implications for managing CI.","abstract_html":"Customer incivility (CI) is a pervasive problem in service encounters and involves negative consequences for employees and organizational performance. While prior research has focused on the detrimental effects of CI, there is a limited understanding of its antecedents, especially from the customer perspective. To address this gap, this research examined the customer’s cognitive processes underlying CI. Drawing on cognitive appraisal theory, this research hypothesized that customer anger mediates the relationships between negative service experiences and CI and that confirmation bias, overconfidence, and social influence moderate the relationships. Using data from consumer surveys (Study 1) and TripAdvisor reviews (Study 2), findings show that conflict with employees is a key driver of CI, mediated by anger. Additionally, Study 1 found that confirmation bias and overconfidence moderate the effect of conflict on anger. Moreover, Study 2 showed that social-influence bias moderates the relationship between conflict and anger. These results have theoretical and practical implications for managing CI.","abstract_has_math":false,"creators":["Kim, Skylar"],"institution":"Cornell University","degree_name":"M.S., Hotel Administration","degree_level":"Master of Science","degree_discipline":"Hotel Administration","degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":["Shi, Yuan"],"year":2023,"date_issued":"2023-05","date_published":"2023-05","updated_at":"2026-07-24T01:49:06Z","subjects":["cognitive appraisal theory","confirmation bias","customer anger","customer incivility","overconfidence","social influence"],"languages":["en"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.doi","label":"DOI","values":["https://doi.org/10.7298/vqs1-2m06"],"render_values":[{"text":"https://doi.org/10.7298/vqs1-2m06","href":"https://doi.org/10.7298/vqs1-2m06","code":true}]},{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["ProQuest Submission ID: 11769","ProQuest Publication ID: 30486405"],"render_values":[{"text":"ProQuest Submission ID: 11769","href":null,"code":true},{"text":"ProQuest Publication ID: 30486405","href":null,"code":true}]}]},"links":{"outbound_url":"https://hdl.handle.net/1813/113901","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.committeemember","label":"Committee Member","values":["Shi, Yuan"]},{"key":"dc:creator","label":"Author","values":["Kim, Skylar"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2024-01-31T21:12:23Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2024-01-31T21:12:23Z"]},{"key":"dc:date.issued","label":"Date","values":["2023-05"]},{"key":"dc:type","label":"Dc Type","values":["dissertation or thesis"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Hotel Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Master of Science"]},{"key":"thesis:degree_name","label":"Degree Name","values":["M.S., Hotel Administration"]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["Cornell University"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["cognitive appraisal theory","confirmation bias","customer anger","customer incivility","overconfidence","social influence"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.doi","label":"DOI","values":["https://doi.org/10.7298/vqs1-2m06"]},{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["ProQuest Submission ID: 11769","ProQuest Publication ID: 30486405"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://hdl.handle.net/1813/113901"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Customer incivility (CI) is a pervasive problem in service encounters and involves negative consequences for employees and organizational performance. While prior research has focused on the detrimental effects of CI, there is a limited understanding of its antecedents, especially from the customer perspective. To address this gap, this research examined the customer’s cognitive processes underlying CI. Drawing on cognitive appraisal theory, this research hypothesized that customer anger mediates the relationships between negative service experiences and CI and that confirmation bias, overconfidence, and social influence moderate the relationships. Using data from consumer surveys (Study 1) and TripAdvisor reviews (Study 2), findings show that conflict with employees is a key driver of CI, mediated by anger. Additionally, Study 1 found that confirmation bias and overconfidence moderate the effect of conflict on anger. Moreover, Study 2 showed that social-influence bias moderates the relationship between conflict and anger. These results have theoretical and practical implications for managing CI."]},{"key":"dc:format.mimetype","label":"Dc Format Mimetype","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["An Examination of the Underlying Mechanisms of Customer Incivility: A Cognitive Approach"]}]}],"canonical_facts":{"dc:contributor.committeemember":["Shi, Yuan"],"dc:creator":["Kim, Skylar"],"dc:date.accessioned":["2024-01-31T21:12:23Z"],"dc:date.available":["2024-01-31T21:12:23Z"],"dc:date.issued":["2023-05"],"dc:description.abstract":["Customer incivility (CI) is a pervasive problem in service encounters and involves negative consequences for employees and organizational performance. While prior research has focused on the detrimental effects of CI, there is a limited understanding of its antecedents, especially from the customer perspective. To address this gap, this research examined the customer’s cognitive processes underlying CI. Drawing on cognitive appraisal theory, this research hypothesized that customer anger mediates the relationships between negative service experiences and CI and that confirmation bias, overconfidence, and social influence moderate the relationships. Using data from consumer surveys (Study 1) and TripAdvisor reviews (Study 2), findings show that conflict with employees is a key driver of CI, mediated by anger. Additionally, Study 1 found that confirmation bias and overconfidence moderate the effect of conflict on anger. Moreover, Study 2 showed that social-influence bias moderates the relationship between conflict and anger. 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