Technology is rapidly changing the nature of service, customers’ service frontline experiences, and customers’ relationships with service providers. Based on the prediction that in the marketplace of 2025, technology (e.g., service-providing humanoid robots) will be melded into numerous service experiences, this article spotlights technology’s ability to engage customers on a social level as a critical advancement of technology infusions. Specifically, it introduces the novel concept of automated social presence (ASP; i.e., the extent to which technology makes customers feel the presence of another social entity) to the services literature. The authors develop a typology that highlights different combinations of automated and human social presence in organizational frontlines and indicates literature gaps, thereby emphasizing avenues for future research. Moreover, the article presents a conceptual framework that focuses on (a) how the relationship between ASP and several key service and customer outcomes is mediated by social cognition and perceptions of psychological ownership as well as (b) three customer-related factors that moderate the relationship between ASP and social cognition and psychological ownership (i.e., a customer’s relationship orientation, tendency to anthropomorphize, and technology readiness). Finally, propositions are presented that can be a catalyst for future work to enhance the understanding of how technology infusion, particularly service robots, influences customers’ frontline experiences in the future.

Although robots are increasingly used in service provision, research cautions that consumers are reluctant to accept service robots. Five lab, field, and online studies reveal an important boundary condition to earlier work and demonstrate that consumers perceive robots less negatively when human social presence is the source of discomfort. We show that consumers feel less judged by a robot (vs. a human) when having to engage in an embarrassing service encounter, such as when acquiring medication to treat a sexually transmitted disease or being confronted with one’s own mistakes by a frontline employee. As a consequence, consumers prefer being served by a robot instead of a human when having to acquire an embarrassing product, and a robot helps consumers to overcome their reluctance to accept the service provider’s offering when the situation becomes embarrassing. However, robot anthropomorphism moderates the effect as consumers ascribe a higher automated social presence to a highly human-like robot (vs. machine-like robot), making consumers feel more socially judged.

In today’s connected world, customer engagement behaviors are very important. Many companies launch initiatives to stimulate customer engagement. However, despite evidence that customer engagement behavior also matters to shareholders, academic research on the firm value consequences of customer engagement campaigns is limited. This study is the first to investigate the value-related consequences of firm-initiated customer engagement behaviors, using shareholder evaluations of the public announcements of such initiatives. We find that companies’ customer engagement initiatives, on average, decrease market value, which is likely because the shareholders are sensitive to the risk of these initiatives backfiring. Nevertheless, initiatives that stimulate word-of-mouth are viewed less negatively than initiatives that solicit customer feedback, as are initiatives that are supported by social media. Companies that operate in a competitive environment or do not advertise much can create value by stimulating customer engagement, while companies with a strong corporate reputation are likely to not benefit from it.

In business markets, the long-term nature of relationships may prompt parties to conduct “business as usual,” but negative critical incidents (CIs) can cause a destabilization of these long-term relationships. The authors develop a comprehensive dynamic model of customer loyalty to account for the impact of negative CIs on both the nature and the magnitude of the relationships between satisfaction and customer share. The results indicate that CIs trigger a stronger updating of the customer relationship, which moves customers from a business-as-usual mind-set to a reconsideration of the relationship. Furthermore, nonlinearities in the relationships are much more pronounced in the presence of CIs. Depending on the relationship quality, CIs have different consequences for customer relationships, and if relationship quality is high, a negative CI can even have a positive impact on customer share.

Although many studies report positive effects of corporate social responsibility (CSR) on customer attitudes, recent literature shows that the effectiveness of CSR initiatives critically varies among consumers, brands, and companies. Using 1375 customer responses about 93 brands in 18 industries, we examine how perceived CSR relates to customer attitudes and actual retention 2 years later, and specifically how this relationship may be contingent on brand characteristics. Our results indicate that perceived CSR can indeed compensate for the absence of a strong brand or smaller advertising budgets, but not for lack of innovativeness. Companies that simultaneously do good and innovate are rewarded with more positive customer attitudes and higher levels of customer retention.

The relation between consumers’ attitude and behaviour is of importance in designing marketing and public policy measures. However, many empirical studies find only low effects of attitudes on behaviour. In this paper, we suggest that the conflicting evidence on the attitude-behaviour link is partly due to only extreme attitudes impacting behaviour. That is, possible non-linearities not detected by standard linear models could occur in the relationship between attitudes and behaviour. We present and compare alternative model specifications to assess the non-linear relationship. We test our view using empirical examples relating to the link between environmental concerns and the purchase of organic products, and the link between privacy concerns and the possession of loyalty cards. We find strong support for the appearance of a non-linear relationship between environmental concern and the purchase of organic products, while only weak support for such a relationship between privacy concern and the possession of loyalty cards.