Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/335756
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dc.date.accessioned2021-08-11T05:46:51Z-
dc.date.available2021-08-11T05:46:51Z-
dc.identifier.urihttp://hdl.handle.net/10603/335756-
dc.description.abstractCustomer Rage Behaviour (CRB) has started receiving enormous attention from both, newlineacademicians and practitioners in recent years (Surachartkumtonkun, McColl-Kennedy, and newlinePatterson 2014; Greer 2015). The prevailing competitive environment is forcing newlineorganisations to take CRB incidents seriously. All the three stages of CRB - before the CRB newlineincident, during the CRB incident, and after the CRB incident - have to be managed properly. newlineOrganisations can gain competitive advantage by effectively managing CRB incidents. newlineEffective management of CRB incidents helps organisations gain extraordinary profits, by newlineretaining existing customers. Effective management of CRB incidents can be considered a newlineunique differentiating strategy for an organisation to gain competitive advantage. Though newlineCRB and related issues can be a little complex to handle, organisations cannot afford to newlineoverlook them in the current fiercely competitive scenario. Doing so can hurt the newlineorganisation and its employees socially, psychologically, and financially. It affects all the newlinestakeholders (like front-end employees, organisation, customer and even other customers). newlineThese impacts are both short and long term (Surachartkumtonkun et al., 2014). newlineMcColl-Kennedy, Patterson, Smith, and Brady (2009) have done extensive study on newlineCRB incidents. They concluded that these incidents occur due to Customer Rage Emotions newline(CRE). CRE have been classified as Rancorous Rage Emotions, and Retaliatory Rage newlineEmotions. Customers who are inclined towards Rancorous Rage Emotions tend to be vocal. newlineThey try to use their voice as a weapon to intimidate front-end employees. On the other hand, newlinecustomers who tend to react aggressively by physically hurting front-end employees and/or newlineby damaging the organisation s property are said to be displaying what is known as newline Retaliatory Rage Emotions . Both types of customer adopt different ways to express their newlineaggression. McColl-Kennedy et al. (2009) have suggested five types of Customer Rage newlineExpressions (CRX) - verbal, physical, constructive,
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dc.languageEnglish
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dc.rightsuniversity
dc.titleAn Empirical Study of the Causes Symptoms and Organisational Responses to Customer Rage Behaviour
dc.title.alternative
dc.creator.researcherKumar, Vineet
dc.subject.keywordEconomics and Business
dc.subject.keywordManagement
dc.subject.keywordSocial Sciences
dc.description.note
dc.contributor.guideAwasthi, Ashwini and Parashar, Sapna
dc.publisher.placeAhmedabad
dc.publisher.universityNirma University
dc.publisher.institutionInstitute of Management
dc.date.registered2010
dc.date.completed2020
dc.date.awarded2021
dc.format.dimensions
dc.format.accompanyingmaterialDVD
dc.source.universityUniversity
dc.type.degreePh.D.
Appears in Departments:Institute of Management

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01_title.pdfAttached File87.34 kBAdobe PDFView/Open
02_certificate.pdf382.77 kBAdobe PDFView/Open
03_declaration.pdf248.01 kBAdobe PDFView/Open
04_abstract.pdf119.12 kBAdobe PDFView/Open
05_acknowledgement.pdf106.78 kBAdobe PDFView/Open
06_contents.pdf57.38 kBAdobe PDFView/Open
07_list_of_figures.pdf13.48 kBAdobe PDFView/Open
08_list_of_tables.pdf43.74 kBAdobe PDFView/Open
09_chapter1.pdf261.96 kBAdobe PDFView/Open
10_chapter2.pdf555.27 kBAdobe PDFView/Open
11_chapter3.pdf283.47 kBAdobe PDFView/Open
12_chapter4.pdf608.02 kBAdobe PDFView/Open
13_chapter5 (summary and conclusion).pdf160.58 kBAdobe PDFView/Open
14_appendices.pdf2.89 MBAdobe PDFView/Open
15_bibliography.pdf389.87 kBAdobe PDFView/Open
80_recommendation.pdf147.42 kBAdobe PDFView/Open


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