Who Should Apologize When an Employee Transgresses? Source Effects on Apology Effectiveness
This paper examines the interactive effects of apology source (i.e., whether an apology is given by a chief executive officer or employee) and apology components (i.e., acknowledgment, remorse, and compensation) on forgiveness. Results revealed a significant source by component interaction. A remors...
| Autori: | ; |
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| Tipo di documento: | Elettronico Articolo |
| Lingua: | Inglese |
| Verificare la disponibilità: | HBZ Gateway |
| Journals Online & Print: | Caricamento...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Pubblicazione: |
Springer Science + Business Media B. V
2015
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| In: |
Journal of business ethics
Anno: 2015, Volume: 130, Fascicolo: 1, Pagine: 163-170 |
| Altre parole chiave: | B
Forgiveness
B Remorse B Crisis Management B Apologies B Service-recovery |
| Accesso online: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
| Riepilogo: | This paper examines the interactive effects of apology source (i.e., whether an apology is given by a chief executive officer or employee) and apology components (i.e., acknowledgment, remorse, and compensation) on forgiveness. Results revealed a significant source by component interaction. A remorseful employee apology was more successful than a remorseful CEO apology because consumers felt more empathy for the employee. Furthermore, a compensatory CEO apology was more effective than a compensatory employee apology because CEOs could significantly affect consumer perceptions of justice. No significant differences were found between apology source and the apology component of acknowledging violated rules and norms. |
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| ISSN: | 1573-0697 |
| Comprende: | Enthalten in: Journal of business ethics
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| Persistent identifiers: | DOI: 10.1007/s10551-014-2205-9 |