Bringing Service Interactions Into Focus: Prevention- Versus Promotion-Focused Customers’ Sensitivity to Employee Display Authenticity

Abstract

Despite growing managerial interest in frontline employee behavior, and in display authenticity specifically, customers’ heterogeneous reactions to authentic displays have received little scholarly attention. Drawing on emotion as social information theory, we investigate the role of motivational orientations (i.e., regulatory focus) in customer reactions to authentic displays. The findings show that inauthentic displays have stronger negative effects on service performance for prevention-focused than for promotion-focused customers. A dyadic field study details these effects in terms of tipping, and three experiments provide further evidence by experimentally manipulating authenticity and regulatory focus. The conditional effect of authenticity on service performance also is mediated by inferred deception. Specifically, prevention-focused customers interpret inauthentic emotion displays as more deceptive than promotion-focused customers do. Managers should prime customers’ promotion focus using marketing communications before the service delivery when inauthentic displays are likely as well as consider customers’ regulatory focus when designing authenticity training for employees.