Does love become hate or forgiveness after a double deviation?文章阅读

跟上篇一样，作者Jungkeun Kim（韩国人？）-新西兰奥克兰理工大学市场营销高级讲师，研究兴趣：消费者和旅行决策和行为
不瞒各位是论文标题吸引了我hh[狗头]

文章目录

Abstract
Introduction
Literature review
- Theoretical background
- Hypotheses development
- - Love is forgiving
  - Service recovery tactics
Methodology
- Study 1: participants, design, and procedures
- - Study 1: results
- Study 2: participants, design, and procedures
- - Study 2: results
- Study 3: participants, design, and procedures
- - Study 3: results
Discussion of the results
Conclusions and implications
- Limitations and suggestions for future research

Abstract

This study aims to (1) examine whether a hotel’s loyalty program is effective in weakening the desire for retaliation and perceived betrayal of high-tiered members after a double deviation and (2) determine which recovery tactic is more effective in attenuating their desire for retaliation and perceived betrayal. Scenario-based studies were conducted to achieve the objectives. The findings of this study suggest that high-tiered members are more likely than nonmembers to suppress their desire for retaliation and perceived betrayal during the transition from a single deviation to a double deviation, advocating the “love-is-forgiving” effect. This study also found that financial compensation and apology moderate perceived betrayal among high-tiered members. By contrast, only financial compensation attenuates perceived betrayal among nonmembers. This study contributes to the literature on loyalty programs and customer coping responses with novel findings on how members and nonmembers respond differently to service failure, failed service recovery, and recovery tactics.
本研究的目的在于：（1）探讨酒店忠诚度计划（会员计划）是否能有效地削弱双重偏离后高级会员的报复欲和背叛感；（2）确定哪种恢复策略更能有效地降低他们的报复欲和背叛感。为实现这些目标，进行了基于情景的研究。本研究的结果显示，在由单一偏差向双重偏差的转变过程中，高级会员比非会员更容易抑制报复欲和背叛感，主张“爱就是宽恕”效应。本研究还发现，经济补偿和道歉可以调节高级会员的背叛感知。相比之下，只有经济补偿才能减弱非会员的背叛感。本研究以会员和非会员对服务失败、失败服务补救和补救策略的不同反应为研究对象，对忠诚度计划和顾客应对反应的文献作出贡献。

会员计划是否能削弱双重偏离后高级会员的报复欲和背叛感；哪种恢复策略更好
前者回答是，后者对高级会员，经济补偿和道歉有用，对非会员，经济补偿有用。

Introduction

The development and maintenance of customer relationship are ubiquitously regarded as fundamental to business perpetuity. The concept of relationship marketing is prevalently adopted in the tourism and hospitality industry to build customer satisfaction, commitment, loyalty, and retention. The most commonly used tool for implementing relationship marketing is a loyalty/reward program, wherein program members are given economic and social rewards in return for their patronization.
客户关系的开发和维护被普遍视为业务永续的基础。关系营销的概念在旅游和酒店业普遍采用，以建立客户满意度，承诺，忠诚度和保留率。实施关系营销最常用的工具是会员/奖励计划，该计划的成员将获得经济和社会奖励，以换取他们的光顾。

业务长久存续：寻找新客户+维持老客户；关系营销 - MBA智库百科中提到，交易市场营销强调市场占有率（前者），在任何时刻，管理人员都必须花费大量费用，吸引潜在顾客购买；关系市场营销则强调顾客忠诚度（后者），保持老顾客比吸引新顾客更重要。

The prevalence of reward programs prompts researchers to look into the multifaceted issues of loyalty programs. The extant hospitality and tourism literature delves into loyalty programs to understand the differential impact of social and economic rewards, program requirement change, brand relationship quality, the impact of membership tier levels, affective commitment, immediate versus delayed rewards, and loyalty determinants among reward program members. The current reward program literature reports the positive impact of a loyalty program on customer relationship, satisfaction, commitment, and loyalty, but does not present findings of whether a loyalty program is also effective in attenuating customer’s negative coping intentions after service failure. That is, this study is prompted by the following research question: do reward program members suppress negative coping response (i.e., desire for retaliation) more than nonmembers after experiencing a service failure?
奖励计划的盛行促使研究人员对忠诚度计划的多方面问题进行研究。现有的酒店和旅游文献深入研究了忠诚度计划，以了解社会和经济奖励、计划需求变化、品牌关系质量、会员级别的影响、情感承诺、即时和延迟奖励，以及奖励计划成员之间的忠诚度决定因素的差异影响。目前的奖励计划文献报告了忠诚计划对客户关系、满意度、承诺和忠诚度的积极影响，但没有提供关于忠诚计划是否也有效地减少顾客在服务失败后的消极应对意图的研究结果。也就是说，本研究是由以下研究问题促成的：在经历服务失败后，奖励计划成员是否比非成员更容易抑制消极的应对反应(即报复欲望)?

现有的文献研究了什么？哪个方面没有被研究？引出本文研究问题。

Responding to the aforementioned research gap will theoretically contribute to the literature on loyalty program, coping response, and service recovery on the following bases. The effect of relationship quality on customer coping intention and behavior is reported in the marketing literature. High-relationship-quality customers exhibit greater desire for retaliation after service failure than low-relationship-quality customers because the former senses more betrayal than the latter. That is, the “love-becomes-hate” effect is advocated in the marketing literature. Relationship quality is operationalized as trust, satisfaction, and commitment when the effect of relationship quality on coping behavior is examined. High-tiered loyalty program members are perceived as high-relationship-quality customers because they exhibit strong commitment, trust, and attachment toward a service firm. However, members technically differ from nonmembers with high relationship quality because membership can trigger strong social identification and switching costs (as discussed in the literature review section). Thus, members may exhibit different negative coping intention compared with that of nonmembers after service failure.
对上述研究差距的回应将在理论上对忠诚计划、应对反应和服务补救等方面的文献有所贡献。关系质量对顾客应对意愿和应对行为的影响在市场营销文献中有报道。高关系质量的顾客比低关系质量的顾客在服务失败后表现出更大的报复欲望，因为前者比后者感觉更多的背叛。也就是说，在营销文学中提倡“爱变成恨”的效应。当考察关系质量对应对行为的影响时，关系质量将以信任，满意和承诺的方式运作。高级别忠诚计划成员被认为是高关系质量的客户，因为他们对服务公司表现出强烈的承诺、信任和依恋。然而，从技术上讲，会员不同于拥有高关系质量的非会员，因为会员可以触发强烈的社会认同和转换成本(如文献综述部分所讨论的)。因此，与非会员相比，会员在服务失败后表现出不同的消极应对意愿。

关系质量会影响客户的应对意向和应对行为。
高关系质量的顾客比低关系质量的顾客在服务失败（故障）后表现出更大的报复欲望，因为前者比后者感觉到更多的背叛。
饭圈，流量明星本质就是商品或者服务提供商，高关系质量的顾客就是那些真情实感的粉丝。在流量明星的人设崩塌可以视为是服务故障/失败，路人负责吃瓜，没有真情实感的粉丝就是粉转路，换下家继续喜欢（换个产品/服务提供商），真情实感的粉丝就是粉转黑。好像有点儿意思了（崩塌的程度不同影响也不同，比如抽烟与吸毒）
高/低关系质量的顾客≠\not==会员/非会员，高关系质量的非会员在服务失败后的应对意愿≠\not==会员的应对意愿

Nevertheless, previous studies have not delved into how hotel reward program members react differently to service failure compared with nonmembers, and thus, the coping response of members is not known nor reported in the literature. Moreover, this study separately explores the coping response of member and nonmember groups in the context of a single deviation (i.e., service failure) and a double deviation (i.e., failed service recovery). Such approach enables this research to identify clearly the distinction between the two groups’ coping intention transition from a single deviation to a double deviation. In addition, the recovery tactic (i.e., apology versus financial compensation) that works best for members has not been examined in the literature. Determining how differently apology and financial compensation work for members and nonmembers will theoretically advance the related literature. Consequently, the novel findings of this study shed theoretical light on the coping response and recovery strategy of members, enriching the quality of the literature on loyalty program, coping response, and service recovery. To fill in this research gap, the current study (1) examines whether hotel loyalty programs are effective in weakening the desire for retaliation and perceived betrayal of high-tiered members after a double deviation and (2) investigates which recovery tactic (i.e., apology versus financial compensation) is more effective in attenuating their desire for retaliation and perceived betrayal after a double deviation.
然而，以往的研究并没有深入研究酒店奖励计划成员与非会员对服务失败的不同反应，因此，成员的应对反应既不为人所知，也没有文献报道。此外，本研究还分别探讨了在单偏差(即服务失败)和双偏差(即服务失败恢复)情况下，成员和非成员群体的应对反应。这种方法使得本研究能够明确区分两组人的应对意愿由单偏差向双偏差的转变。此外，文献中还没有研究过对成员最有效的恢复策略(即道歉与经济补偿)。确定道歉和经济补偿对会员和非会员的作用有何不同，将在理论上推进相关文献的研究。因此，本研究的新发现对会员的应对反应和恢复策略提供了理论依据，丰富了有关忠诚计划、应对反应和服务恢复的文献质量。为了填补这一研究空白，本研究（1）考察了酒店忠诚度计划是否能有效地削弱双重偏离后高层成员的报复欲和背叛感；（2）考察了哪种恢复策略（即，道歉vs经济补偿）更能有效地降低他们经历双重背离后的报复欲望和背叛感。

没有研究会员非会员对服务失败的不同反应；单偏差与双偏差的情况下；恢复策略

Literature review

Theoretical background

The literature on service failure and service recovery is mostly grounded on appraisal theory and justice theory. Appraisal theory states that individuals exhibit the cognition–emotion–coping behavior sequence in assessing an event. People engage in the cognitive appraisal of a particular event through the goal congruence dimension, and they determine the valence of their emotions by confirming goal-congruent or goal-incongruent events. Goal-congruent events (e.g., satisfactory service) elicit positive emotions, whereas goal-incongruent events (e.g., poor service recovery) foster negative emotions. Customers’ negative emotions trigger coping behavior/strategies for dealing with goal-incongruent events. Coping behavior is considered a behavioral response of customers to manage events that exceed their resources. Coping behavior is frequently exercised after negative emotions are triggered in an effort to relieve emotional pain or to exact revenge on those who violated fairness. Appraisal theory is mostly adopted in the literature to develop a conceptual framework for examining customer/tourist response to goal-incongruent events. For example, previous studies have delved into how individuals respond to service failure arising from disruptive customer behavior in a dining context and unethical destination incidents. These studies follow the cognition (e.g., perceived severity, betrayal, and powerlessness)–emotion (e.g., anger, and frustration)–coping strategy (e.g., negative word of mouth, avoidance, and confrontation) sequence in developing a conceptual model for understanding the cognitive and emotional appraisal of and behavioral response to service failure.
关于服务失败和服务补救的文献大多建立在评价理论和公正理论的基础上。评价理论认为，个体在评估一个事件时表现出认知-情绪-应对的行为序列。人们通过目标一致性维度对特定事件进行认知评价，他们通过确认目标一致性或目标不一致性事件来确定情绪的效价（期望）。与目标一致的事件(如满意的服务)诱发积极情绪，与目标不一致的事件(如服务补救不力)诱发消极情绪。顾客的消极情绪触发了顾客处理目标不一致事件的应对行为/策略。应对行为被认为是顾客管理超出其资源范围的事件的一种行为反应。应对行为通常是在负面情绪被触发后进行的，目的是缓解情绪上的痛苦或对那些违反公平的人进行报复。文献中大多采用评价理论开发概念框架来研究顾客/游客对目标不一致事件的反应。例如，先前的研究已经深入研究了个人如何应对餐饮环境中破坏性的顾客行为和不道德的目的地事件引起的服务失败。这些研究遵循认知(如感知到的严重程度、背叛和无力感)-情绪(如愤怒和沮丧)-应对策略(如负面口碑、回避和对抗)序列，发展了理解服务失败的认知和情绪评价及行为反应的概念模型。

关于服务失败和服务补救的文献大多建立在评价理论和公正理论的基础上。
评价理论：个体在评价事件时遵循认知-情绪-应对这样的行为序列（the cognition–emotion–coping behavior sequence）
认知–情绪：现实与目标是否一致，是–积极情绪，否–消极情绪
情绪–应对：应对行为通常是在消极情绪被触发后进行的，目的是缓解情绪上的痛苦或对那些违反公平的人进行报复。

The current study builds on appraisal theory to explore the respective coping responses of hotels’ loyalty program members to a single deviation and a double deviation compared with those of nonmembers by examining their perceptions of betrayal, desire to retaliate, and service failure severity (a control variable). Perceived betrayal is conceptualized as a customer’s perception that a service provider has transgressed relational norms. Perceived betrayal occurs when a service firm takes advantage of customers, disappoints them, lies to them, loses their trust, and breaks its promise. Customers who feel betrayed because of the infringement of relational norms prompt highly intense cognitions and are inclined to view retaliation as a valid means to restore fairness and social order. In the social psychology literature, people become unhappy or worried when they are blamed by a group with whom they have sustained a strong bond or when they maintain a close relationship with the violator, suggesting that perceived betrayal is closely associated with the coping response of individuals who have a strong relationship with a firm, i.e., high-tiered members.
本研究以评价理论为基础，通过考察酒店忠诚计划成员对背叛、报复欲望和服务失败严重程度(一个控制变量)的感知，探讨酒店忠诚计划成员相对于非会员在单偏差和双偏差时的应对反应。感知背叛是指客户认为服务提供者违反了关系规范。当一家服务公司利用顾客，令他们失望，对他们撒谎，失去他们的信任，并且违背承诺时，就会发生所谓的背叛。因违反关系规范而感到被背叛的顾客会产生高度强烈的认知，并倾向于将报复视为一种恢复公平和社会秩序的有效手段。社会心理学文献中，当人们被一个与他们保持着紧密联系的群体指责或与违规者保持着密切关系时，他们会变得不快乐或担忧，这表明与公司关系密切的个人，即高级成员的背叛感与应对反应密切相关。

以评价理论为基础，测度了会员对背叛、报复欲望和服务失败严重程度的感知，探讨成员与非成员在面对单偏差和双偏差时的应对反应。
背叛感知指客户认为服务提供者违反了关系规范（如违背承诺、令顾客失望、对顾客撒谎、失去顾客的信任等）。感到被背叛的顾客会产生高度强烈的认知，并倾向于将报复视为一种恢复公平和社会秩序的有效手段。

Retaliatory desire or desire for revenge is regarded as customers’ intention to get even with a firm for the trouble or failure it has caused them, and thus, restore justice. Retaliatory desire is considered a natural coping response of those who feel betrayed due to service failure because perceived betrayal strongly motivates customers to take actions that will restore fairness, effectively predicting retaliation. In particular, perceived betrayal and desire to retaliate can further intensify in the case of failed service recovery (i.e., a double deviation) following a single deviation given that a double deviation in experimental research produces an extreme service failure case. The comparison between single and double deviations enables this study to determine how high-tiered members develop perceived betrayal and desire to retaliate from a single deviation to a double deviation, clearly demonstrating the effect of membership on coping response. Service failure severity indicates the extent to which damage is caused by a firm or an individual; it ranges from minor to major aggravation/inconvenience. Failure severity significantly affects coping responses, and thus, it is generally held constant (as a control) in service failure experimental research. The present study also adopts failure severity as a control variable in the experiment.
反击或报复的欲望被认为是顾客对公司给他们造成的麻烦或失败进行报复的意图，从而恢复公平。报复欲望被认为是由于服务失败而感到被背叛的人的一种自然应对反应，因为感知到的背叛强烈地促使顾客采取恢复公平的行动。特别是，在服务恢复失败(即双偏差)的情况下，感知到的背叛和报复欲望会进一步加剧，考虑到实验研究中的双重偏差会产生极端的服务失效情况。单偏差和双偏差的比较使本研究能够确定高级会员的背叛感知和报复欲望是如何从单一偏差发展到双重偏差的，明确了会员对应对反应的影响。服务故障严重程度是指公司或个人造成损害的程度，范围从轻微到严重的恶化/不便。服务故障严重程度显著影响应对反应，因此，在服务失败实验研究中，它通常保持不变(作为对照)。本研究在实验中也采用了故障严重程度作为控制变量。

报复欲望：公司的服务失败给顾客造成了麻烦，顾客进行报复以恢复公平。
双偏差情况下，感知到的背叛和报复欲望会进一步加剧。
服务故障严重程度指公司或个人造成损害的程度，从轻微到严重。控制变量，保持不变。

Justice theory is concerned with service recovery for service failure, and it involves the three dimensions of cognition: distributive, procedural, and interactional fairness. Distributive fairness refers to the outcome or compensation given to customers by service providers because of service failure. A free drink and an apology/discount in exchange for poor service are examples of distributive justice. Procedural fairness refers to the process of resolving problems. Procedural justice covers the procedures, methods, and policies of service firms when handling customer concerns/complaints. Interactional fairness refers to the manner in which service providers deal with and interact with customers. Interactional justice is manifested by treating customers with respect, empathy, and integrity and by offering them with a detailed explanation of the concerned events. Customers perceive fairness as critical to judging service recovery quality. When customers observe a lack of or a violation of fairness in service recovery, they consider it failed service recovery, triggering negative emotions and coping behavior. In accordance with justice theory and experimental research, Liu (2019) investigated the effectiveness of financial compensation and promptness of response in an effort to recover from negative online reviews against a hotel’s service failure. Their study suggested that monetary compensation is suitable for less severe service failure, but a hotel’s prompt response to negative reviews is the best recovery practice for a more severe service failure, enhancing the intention of hotel customers to contribute reviews. On the basis of experimental research, the current study also examines which recovery tactic (i.e., apology versus financial compensation) works best for members, as compared with nonmembers, in service recovery.
公平理论研究的是服务失败后的服务补救问题，涉及到三个认知维度：分配公平、程序公平和互动公平。分配公平是指服务提供者因服务失败而给予顾客的结果或补偿。免费的饮料和一次道歉/打折作为糟糕服务的交换都是分配正义的例子。程序公平是指解决问题的过程。程序公平包括服务公司在处理客户问题/投诉时的程序、方法和政策。互动公平是指服务提供者与顾客打交道和互动的方式。互动公平体现在尊重、同理心和诚信对待客户，并为他们提供有关事件的详细解释。顾客认为公平是判断服务补救质量的关键。当顾客观察到服务补救缺乏公平性或违反公平性时，会认为服务补救失败，从而引发负面情绪和应对行为。根据公平理论和实验研究，Liu(2019)研究了经济补偿的有效性和反应的及时性，以恢复对酒店服务失败的负面网络评论。他们的研究表明，金钱补偿适用于不太严重的服务失败，但酒店对负面评论的迅速反应是对更严重的服务失败的最佳补救措施，增强了酒店客户发表评论的意愿。在实验研究的基础上，本研究还探讨了在服务补救中，与非会员相比，哪种补救策略(即道歉与经济补偿)对会员最有效。

公平理论的三个维度：分配公平、程序公平和互动公平
分配公平指服务提供者因服务失败而给予顾客的结果或补偿。
程序公平指解决问题的过程，包括服务公司在处理客户问题/投诉时的程序、方法和政策。
互动公平指服务提供者与顾客打交道和互动的方式，体现在尊重、同理心和诚信对待客户，并为他们提供有关事件的详细解释。
当顾客观察到服务补救缺乏公平性或违反公平性时，会认为服务补救失败，从而引发负面情绪和应对行为。
本研究探讨了在服务补救中，与非会员相比，哪种补救策略(即道歉与经济补偿)对会员最有效。

Hypotheses development

Love is forgiving

The “love-becomes-hate” phenomenon is observed in the relationship quality literature when best (loyal) customers become the worst critics (Grégoire et al., 2009; Grégoire & Fisher, 2006, 2008). High-relationship-quality customers escalate unfavorable emotions against negative service encounters, such as (a) service recovery failure (Grégoire et al., 2009) and (b) service interaction violation of relational norms (Aggarwal, 2004). High relational customers believe that they offer more favor to a service firm by patronizing it than the firm returns a favor to them. If service failure occurs under such circumstance, then high relational customers are more likely than low relational customers to feel betrayed, and thus, hold a grudge against the service provider (Grégoire et al., 2009; Ward & Ostrom, 2006). The “love-becomes-hate” effect is reported in the literature. In this effect, high relationship quality is operationalized as trust, satisfaction, and commitment under the context of nonmembership. Non-loyalty program members technically differ from high-tiered members who perceive strong social identification and positive switching costs. The current study posits the “love-is-forgiving” effect, in which high relational customers exhibit less tendency to retaliate against a service provider after service failure (Grégoire & Fisher, 2006). Individuals with a strong commitment tend to exercise resistance against counter-attitudinal (negative) information that threatens their motives, needs (Kunda, 1990), or preferred positions (Ahluwalia, 2000). The present study advocates that high-tiered hotel loyalty program members are more likely than nonmembers to suppress perceived betrayal and desire to retaliate after service failure with biased assimilation through the relative weighting of attributes, social identification, and positive switching costs.
“爱变成恨”现象可以在关系质量文献中观察到，当最佳（忠诚）顾客成为最坏的批评者时。高关系质量的客户会升级对负面服务遭遇的负面情绪，例如(a)服务恢复失败和(b)服务交互违反关系规范。高关系客户认为，他们光顾服务公司会给对方带来更多的好处，而服务公司却不给予他们回报。如果在这种情况下发生服务失败，那么高关系客户比低关系客户更容易感到被背叛，从而对服务提供者怀恨在心。“爱变成恨”效应曾在文献中报道过。在这种影响下，高关系质量在非会员情境下表现为信任、满意度和承诺。从技术上讲，非忠诚计划成员不同于高层成员，后者有着强烈的社会认同和正的转换成本。本研究假设“爱即宽恕”效应，即关系密切的客户在服务失败后较少表现出报复服务提供者的倾向。具有强烈责任感的个体倾向于对威胁其动机、需求或偏好立场的反对态度(消极)信息进行抵制。本研究通过属性的相对权重进行有偏同化、社会认同和正向转换成本，发现与非成员相比，高级酒店忠诚计划会员在服务失败后更有可能抑制感知到的背叛和报复欲望。

非会员时，高关系质量的客户会认为自己频繁关顾公司给对方带来了好处，但公司没给予回报。此时发生服务故障，比起低关系质量客户，他们更容易感到背叛，从而怀恨在心。
是（高级）会员后，社会认同和转换成本的存在导致高级会员在面临服务故障时更可能抑制感知到的背叛和报复欲望。
怎么解释呢？沉没成本？凑合过呗，还能离咋的.jpg

Biased assimilation prompts committed individuals to view pro-attitudinal information as more reliable than counterattitudinal information due to a biased memory search for premises, occasions, and inference rules in the past that can lead to a preferred conclusion (Kunda, 1990). When individuals are influenced by biased assimilation, they tend to be more critical of attitude-inconsistent information than attitude-consistent information, and thus, are likely to invalidate counterattitudinal information (Ditto, Munro, Apanovitch, & Lockhart, 1998). Biased assimilation occurs through the relative weighting of attributes. Committed individuals can sense cognitive dissonance (e.g., betrayal) when they are exposed to counter-attitudinal information, e.g., service failure (Ahluwalia, 2000). They are inclined to suppress dissonant cognition by either diminishing the weight of attribute(s) affected by attitude-inconsistent information (Festinger, 1957) or increasing the weight of attitude-consistent attribute(s) (Abelson, 1959), and thus, counteract negative information (Ahluwalia, 2000). Therefore, the current study postulates that when high-tiered members experience service failure, their biased assimilation enables them to better suppress perceived betrayal and desire for retaliation against a hotel than nonmembers to minimize their cognitive dissonance.
有偏同化促使忠诚个体认为赞成态度信息比反对态度信息更可靠，出于对过去的前提、场合和推理规则进行有偏记忆搜索，从而得出一个偏爱的结论。当个体受到有偏同化的影响时，他们倾向于对态度不一致的信息比态度一致的信息更持批评态度，因此，可能会否定反对态度信息。有偏同化是通过属性的相对加权来实现的。当忠诚个体接触到相反的态度信息（如服务失败）时，他们会感觉到认知失调（如背叛）。他们倾向于通过减少受态度不一致信息影响的属性权重或增加态度一致属性权重来抑制认知失调，从而抵消负面信息。因此，本研究假设当高级会员经历服务失败时，他们的有偏同化能使他们比非会员更好地抑制感知到的背叛和对酒店的报复欲望，从而最小化他们的认知失调。

论同化现象
biased assimilation有偏同化，个体受有偏同化影响时，倾向于批评态度不一致的信息而非态度一致的信息。
个体接触到态度不一致信息（如服务失败）时，他们会认知失调，并进行权重调整抑制认知失调。

Social identity theory also supports the “love-is-forgiving” effect on high-tiered members, positing that “social identity consists of salient group classifications that, in turn, may be based on demographic categories, gender, or race, as well as membership in central organizations, such as clubs or religious, educational, or cultural institutions” (Bhattacharya, Rao, & Glynn, 1995, p. 47). The theory suggests that social identification arises from a sense of belonging to a group, i.e., the extent to which an individual identifies with a group. Social identification results in organizational identification wherein organizational members define themselves in accordance with organizational membership (Bhattacharya et al., 1995). Organizational identification is driven by a close cognitive link in which a member’s self-concept shares the same attributes with organizational identity (Dutton, Dukerich, & Harquail, 1994). Given that individuals can reflect their social identity through organizational membership, they are motivated to join a prominent organization for self-enhancement and self-esteem through organizational identification (Mael & Ashforth, 1992). Membership affiliation characteristics, such as membership tenure (Mael & Ashforth, 1992) and category (Dutton et al., 1994), indicate the extent to which individuals identify with their organization. That is, the length of time that members stay with their organization and the high level of membership categories that they belong to are suggestive of their commitment to and identification with a focal organization (Bhattacharya et al., 1995). High-tiered membership status is earned through the frequent patronization of a membership-offering hotel over time, and thus, high-tiered members tend to hold a strong social identification with and commitment to the hotel. When they experience service failure, a high level of their social identification and commitment enable them to suppress perceived betrayal and desire for retaliation against the hotel more than nonmembers, who have weak social identification and commitment.
社会认同理论也支持“love-is-forgiving”对high-tiered成员的效应，认为“社会身份由显著的群体分类构成，如基于人口统计学分类、性别或种族，以及中央组织的成员，如俱乐部或宗教、教育或文化机构”。该理论认为，社会认同源于对群体的归属感，即个体对群体的认同程度。社会认同导致组织认同，即组织成员根据组织成员身份来定义自己。组织认同是由一个紧密的认知联系驱动的，即成员的自我概念与组织身份具有相同的属性。考虑到个人可以通过组织成员身份反映其社会身份，他们有动机加入一个著名的组织，通过组织认同来增强自我和自尊。成员隶属特征，如成员任期和类别，表明个人对其组织的认同程度。也就是说，成员在组织中停留的时间以及他们所属的高级别成员类别表明了他们对其组织的承诺和认同。高级会员的身份是通过长期频繁光顾提供会员服务的酒店而获得的，因此，高级会员往往对酒店持有强烈的社会认同和承诺。当他们遭遇服务失败时，高水平的社会认同和承诺使他们比社会认同和承诺较弱的非会员更能抑制对酒店的背叛感和报复欲。

社会认同理论支持高级成员的爱是宽恕效应。supports the “love-is-forgiving” effect on high-tiered members
在组织中停留时间越长，职位越高（等级越高），对组织的认同程度就越高。
认同程度高遭遇服务失败，背叛感和报复欲会被抑制。

Another plausible explanation for the “love-is-forgiving” effect on high-tiered members is the positive switching costs (i.e., lost benefit costs and social switching costs) that customers perceive when they terminate a relationship with a service provider. Positive switching costs refer to material and social benefits (e.g., benefits of a loyalty program) that customers will lose if they exit a service firm (Haj-Salem & Chebat, 2014; Jones, Reynolds, Morthersbaugh, & Beatty, 2007). Positive switching costs are perceived as value-added benefits that are regarded as a facilitator of key service rather than a negative restraint (Jones et al., 2007) for maintaining a long-term relationship (Chiu, Hsieh, Li, & Lee, 2005). In accordance with appraisal theory of emotion (Lazarus, 1991), people who experienced a negative episode appraise the unfavorable event and develop emotional reactions, leading to negative coping behavior (e.g., exit, loyalty, or desire for retaliation) to reduce emotional dissonance. In line with appraisal theory of emotion, Haj-Salem and Chebat (2014) developed the following hypothesis: when customers experience service failure, they consider the loss of material and social benefits in deciding whether to end their relationship with a service provider. If the positive switching costs outweigh the service failure, then customers feel indebted to the provider, triggering inward negative emotions, such as sadness, guilt, embarrassment, and regret, which make quitting the service firm difficult for the customer. Moreover, when customers engage in inward negative emotions after service failure, they may develop counterfactual thinking that helps them remain with a service provider (Roese & Olson, 1995). That is, customers who appreciate the value of positive switching costs after service failure may engage in counterfactual thinking that allows them to favorably reinterpret the circumstance (Haj-Salem & Chebat, 2014; Yi & Baumgartner, 2004).
另一种对高级成员“爱就是宽恕”的可能解释是，当客户终止与服务提供商的关系时，客户感知到正的转换成本(即损失的福利成本和社会转换成本)。正的转换成本指的是客户退出服务公司后将失去的物质和社会利益(如忠诚度计划的福利)。正的转换成本被认为是增值收益，对维持长期关系而言，（增值收益）被认为是关键服务的促进因素而非消极约束。根据情绪评价理论，经历了消极事件的人会对不利事件进行评价，并产生情绪反应，导致消极应对行为(如退出、忠诚或报复欲望)，以减少情绪失调。Haj-Salem和Chebat(2014)根据情感评价理论(appraisal theory of emotion)提出了如下假设：当顾客遭遇服务失败，他们在决定是否终止与服务提供者的关系时，会考虑到物质利益和社会利益的损失。如果正的转换成本大于服务失败（的损失），那么顾客会对服务提供者产生负债（负罪？）感，从而引发内在的消极情绪，如悲伤、内疚、尴尬和后悔，这使得顾客很难离开服务公司。此外，当顾客在服务失败后产生内向的负面情绪时，他们可能会产生反事实思维，帮助他们与服务提供者保持联系。也就是说，那些在服务失败后意识到正的转换成本价值的客户可能会进行反事实思维，从而允许他们积极地重新解释这种情况。

正的转换成本：退出组织的物质损失和社会福利损失
一番计算发现还是留在组织内更划算，就原谅服务失败行为，还通过反事实思维来说服自己。（斯德哥尔摩综合征？被卖了还帮坏人数钱？不准确）

In summary, high-tiered reward program members are more likely than nonmembers to be exposed to biased assimilation through the relative weighting of attributes, social identification, and positive switching costs. When members experience service failure, their resistance against a counter-attitudinal experience, sense of belonging, and feeling indebted to a hotel play an active role in cushioning their negative cognition, emotion, and coping behavior against the hotel. Therefore, this study contends that high-tiered loyalty program members are more likely than nonmembers to weaken their desire for retaliation and perceived betrayal after service failure, positing the “love-is-forgiving” effect of hotel loyalty membership through the following hypotheses:
H1a
High-tiered hotel loyalty program members are more likely than nonmembers to attenuate their desire for retaliation and perceived betrayal against a hotel after a double deviation.
H1b
Nonmembers are more likely than members to evoke greater desire for retaliation and perceived betrayal after a double deviation than after a single deviation.
综上所述，高级别奖励计划成员比非成员更有可能受通过属性的相对权重进行有偏同化、社会认同和正向转换成本的影响。当会员遭遇服务失败时，其对反对态度体验的抵抗、归属感和对酒店的负债感（负罪感）对其对酒店的负面认知、情绪和应对行为起到了积极的缓冲作用。因此，本研究认为，高级别忠诚计划会员在服务失败后，比非会员更有可能减弱其报复欲和背叛感，并通过以下假设假设了酒店忠诚会员的“爱即宽恕”效应:
H1a
高级酒店忠诚计划成员比非会员更有可能在两次偏离后减弱他们对酒店的报复欲和背叛感。
H1b
比起成员，非成员在两次偏离后比在一次偏离后更有可能引起更大的报复欲和背叛感。

服务失败，服务恢复失败后，高级成员比非成员更有可能削弱其对酒店的报复欲和背叛感。（会员更宽容？
二次偏离比一次偏离引起的报复欲和背叛感，非成员比成员更甚。

Service recovery tactics

A hotel loyalty program offers social (e.g., personalized attention, recognition, rapport, and preferential treatment) and economic (e.g., point redemption for a free room and food and beverage [F&B] discounts) rewards to its program members. The concept of social and economic rewards is construed from cognitive evaluation theory (CET), which states that reward types or contexts influence customer motivation differentially (Deci & Ryan, 1985) to maintain a relationship with a service firm (Noble, Esmark, & Noble, 2014). CET suggests internal (social) and external (economic) rewards. Internal rewards, which exhibit an intangible nature, drive the intrinsic enjoyment of a behavior and act as an intrinsic motivation to maintain such a behavior (Melancon, Noble, & Noble, 2011). Internal rewards are represented by preferential treatment, personalized recognition/attention from, and rapport with a service provider in relationship marketing (Gwinner, Gremler, & Bitner, 1998). In contrast with internal rewards, external rewards exhibit a tangible nature and are generally deemed as extrinsically motivating rewards, including money and prizes (Rummel & Feinberg, 1988); that is, financial rewards (e.g., free goods/services and discounts) are offered in exchange for loyalty (Berry, 1995).
酒店忠诚计划为其成员提供社会(如个性化关注、认可、融洽关系和优惠待遇)和经济(如免费房间和餐饮折扣的积分兑换)奖励。社会和经济奖励的概念是由认知评价理论(CET)解释的，该理论指出，奖励类型或环境对客户动机有不同的影响，以维持与服务公司的关系。CET倡导内部(社会)和外部(经济)奖励。内部奖励具有无形性，它驱动了行为的内在享受，并作为维持这种行为的内在动机。在关系营销中，内部奖励表现为优惠待遇、来自服务提供商的个性化认可/关注，以及与服务提供商的融洽关系。与内部奖励不同的是，外部奖励具有有形性，通常被认为是具有外部激励作用的奖励，包括金钱和奖品；也就是说，提供经济奖励(如免费商品/服务和折扣)以换取忠诚。

这里是引用

CET advocates that social rewards are more likely than economic rewards to enhance affective commitment; by contrast, economic rewards are more effective than social rewards in developing continuance commitment (Deci & Ryan, 1985; Melancon et al., 2011). Affective commitment involves a sense of belonging and an emotional tie to an organization (Allen & Meyer, 1996); thus, it is closely associated with an intrinsic motivation to remain loyal to an organization when individuals care about internal relationship quality (Melancon et al., 2011). Social rewards prompt an intrinsic motivation/reason for sustaining strong emotional bonds, enjoyment, and satisfaction with an organization (Berry, 1995; Melancon et al., 2011); hence, they trigger affective commitment more strongly than economic rewards. Continuance commitment, which is rooted in tangible rewards, is indicative of an investment-based tie to an organization, as reflected by the need to retain current rewards or the concern of forfeiting investment (e.g., time or money) (Meyer & Allen, 1991). Customers maintain continuance commitment to an organization due to the anxiety of losing their time or money investment; thus, they are extrinsically motivated to stay with the organization for the purpose of retaining rewards (Melancon et al., 2011). Accordingly, economic rewards are more strongly linked to continuance commitment than social rewards.
CET主张社会奖励比经济奖励更有可能增强情感承诺；相比之下，在发展持续性承诺方面，经济奖励比社会奖励更有效。情感承诺包括对组织的归属感和情感联系；因此，当个体关心内部关系质量时，它与保持对组织忠诚的内在动机密切相关。社会奖励会激发一种内在的动机/理由来维持一个组织的强烈情感纽带、享受和满足感；因此，它们比经济奖励更能激发情感承诺。持续性承诺，根植于有形的奖励，是一种基于投资的组织联系，反映在需要保留当前的奖励或担心丧失投资(例如，时间或金钱)。由于担心失去时间或金钱投资，客户会对组织保持持续承诺；因此，他们出于保留奖励的目的，有外在动机留在组织中。相应地，经济奖励比社会奖励与持续承诺的联系更紧密。

这里是引用

An apology or financial compensation is frequently used to recover service failure. Evidently, these recovery tactics work best in service recovery when they are used in combination (McDougall & Levesque, 1999; Wirtz & Mattila, 2004). Customers, whether loyalty program members or not, expect to receive the corresponding financial compensation for the scale of service failure that they experienced (Smith et al., 1999). Thus, monetary compensation (e.g., refund and discount) is regarded as an effective recovery strategy to develop the continuance commitment of reward program members and non-members. However, previous studies have not examined nor reported whether psychological compensation (e.g., an apology) works better for members or nonmembers.
道歉或经济补偿经常被用来恢复服务故障。显然，当这些补救策略组合使用时，它们在服务补救方面效果最好。顾客，无论是否是忠诚计划的成员，都希望因其经历的服务失败程度获得相应的经济补偿。因此，金钱补偿(如退款和折扣)被视为一种有效的恢复策略，以发展奖励计划的会员和非会员的持续承诺。然而，以往的研究并没有检查或报道心理补偿(如道歉)是否对成员或非成员更有效。

这里是引用

An apology, which acts as a nonmonetary or psychological compensation in nature, is a message through which an offender admits responsibility for causing failure or damages to a sufferer (Hareli & Eisikovits, 2006). An apology is used to recover service failure by expressing regret and empathy for a customer’s damage and suffering (Liao, 2007) and to restore justice between the customer and the service firm during the service recovery process (Laer & de Ruyter, 2010). Apology is viewed as a psychological recovery tactic that provides the sufferer with intrinsic, emotional compensation rather than extrinsic, monetary benefits (e.g., discounts, vouchers) (Basso & Pizzutti, 2016). An apology enhances satisfaction with service recovery because it sends a signal that the transgressor intends to restore justice (Liao, 2007) and sustain its relationship with the victim instead of terminating it (Cremer, 2010). An apology is also found to recover trust significantly (De Ruyter & Wetzels, 2000), suggesting that it strengthens customer perception of a service firm’s integrity (Laer & de Ruyter, 2010; ).
道歉在本质上是一种非金钱或心理上的补偿，是一种信息，通过这种信息，犯罪者承认对造成受害者的失败或损害负有责任。道歉是通过对客户的损失和痛苦表示遗憾和同情来弥补服务失败，并在服务补救过程中恢复客户和服务公司之间的正义。道歉被视为一种心理恢复策略，它为患者提供内在的、情感的补偿，而不是外在的、金钱的利益(如折扣、代金券)。道歉提高了服务补救的满意度，因为它发出了一个信号，表明违法者打算恢复正义，并维持其与受害者的关系，而不是终止它（关系）。道歉也被发现显著地恢复了信任，这表明它增强了客户对服务公司诚信的感知。

这里是引用

High-tiered loyalty program members hold a strong sense of belonging and commitment to a hotel through social identification. When exposed to a negative occasion from the hotel, they suffer from cognitive dissonance more than nonmembers (Ahluwalia, 2000) due to their high level of trust in the hotel. To attenuate cognitive dissonance, members are more likely than nonmembers to reconfirm the integrity of a hotel favorably by relying more on pro-attitudinal experience than on counter-attitudinal experience in the past (Kunda, 1990), instead of immediately ending their relationship with the hotel. That is, if a hotel commits service failure, then members who maintain strong emotional attachment to the hotel would like the hotel to recover from its failure to the extent that they can reconfirm the integrity of the hotel and regain trust and justice from the hotel to minimize their cognitive dissonance from service failure. Members feel a stronger emotional tie or affective commitment to a hotel than nonmembers, and thus, they are more likely than nonmembers to be receptive to an apology that is instrumental in restoring trust and justice. Accordingly, the current study posits that an apology is more effective in attenuating the desire for retaliation and perceived betrayal of high-tiered loyalty program members than those of nonmembers.
H2
An apology is more effective in attenuating the desire for retaliation and perceived betrayal of members than those of nonmembers.
高级忠诚计划成员通过社会认同对酒店有强烈的归属感和承诺。当接触到酒店的负面场合时，由于他们对酒店的高度信任，他们比非会员更容易产生认知失调。为了减轻认知失调，成员比非成员更有可能重新确认酒店的完整性（比起反对态度的经历，更多依赖过去的赞成态度的经历），而不是立即结束与酒店的关系。也就是说，如果一个酒店出现服务失败，那么对酒店保持强烈情感依恋的成员希望酒店从失误中恢复过来，使他们能够重新确认酒店的诚信，从酒店重新获得信任和公正，从而将他们因服务失误而产生的认知失调降到最低。与非成员相比，成员对酒店的情感联系或情感承诺更强，因此，他们比非成员更容易接受有助于恢复信任和正义的道歉。因此，本研究认为道歉在降低高级别忠诚计划成员的报复欲望和感知背叛方面比非会员更有效。
H2
比起非成员，道歉更能有效地减少成员对报复欲和背叛感。

这里是引用

The overall framework and empirical studies are illustrated in Fig. 1. Given that the hypotheses are primarily about causal relationship, an experimental method was adopted to provide empirical evidence for causality among various variables (Viglia & Dolnicar, 2020). Exposure to multiple conditions of the same participants can generate comparison bias; thus, we largely used the between-subjects design (Kardes & Herr, 2019). In addition, conducting field experiments, including actual service failure, is extremely difficult; hence, a scenario-based method, which is widely used in tourism and hospitality research (Kim et al., 2019, 2020), was adopted. From the studies of Grégoire et al. (2009) and Basso and Pizzutti (2016), the booking problem was selected as the primary scenario for service failure because it is one of the most popular hotel service failure cases during travel.
整体框架和实证研究如图1所示。考虑到假设主要是关于因果关系的，采用实验方法为各变量之间的因果关系提供实证证据。
同一参与者暴露在多种条件下会产生比较偏差comparison bias；因此，我们在主要采用被试间设计between-subjects design（也称组间设计between-groups design）。此外，进行实地试验（field experiments田野实验？），包括实际服务失败，是极其困难的；因此，采用了一种基于情景的方法，该方法广泛应用于旅游和酒店研究。根据Grégoire et al.（2009）和Basso and Pizzutti（2016）的研究，预订问题被选为服务失败的主要场景，因为它是旅行中最常见的酒店服务失败案例之一。

这几个专有名词的翻译真的一言难尽，真的是把简单的东西复杂化

Methodology

Study 1: participants, design, and procedures

Study 1 provided the initial empirical evidence for testing H1a and b by using service failure scenarios. A total of 203 adults from the US (43.8% female, average age = 39.26 years, standard deviation [SD] = 12.72) from an online panel (i.e., Amazon Mechanical Turk) participated in the study in exchange for a small monetary payment. The participants were randomly assigned to one of two experimental conditions in a 2 (loyalty program membership: non-member vs. member) × 2 (number of service failures: single deviation vs. double deviation) between-subject design.
研究1提供了使用服务失败场景测试H1a和b的初步经验证据。来自在线小组（Amazon Mechanical Turk）的美国203名成年人（43.8%为女性，平均年龄=39.26岁，标准差[SD]=12.72）参加了这项研究。参与者被随机分配到两个实验场景中的一个，2（非成员vs.成员）×2（服务失败次数：单一偏差vs.双重偏差）被试间设计。

between-subject design 被试间设计，也称组间设计
每个被试（组）只接受一个自变量水平的处理，对另一被试（组）进行另一种自变量水平处理的实验设计。

To operationalize the current study, the participants were informed that this research aims to assess customers’ responses from their hotel service experience. The scenarios were developed to assess negative coping intention against a hotel after single and double deviations by using service failure scenarios modified from the research of Grégoire et al. (2009) and Basso and Pizzutti (2016). The participants in the loyalty membership group were asked to imagine that they hold a high-tiered loyalty program membership in a franchised hotel for 10 years and had enjoyed its benefits. They always booked the same hotel for their business trips. By contrast, the participants in the non-loyalty membership group were asked to imagine that they had never stayed in the hotel before and that they booked the hotel for a business trip. Then, single and double deviations occurred. The participants in the single deviation group were informed that they could not check in before 5 pm because their room was not yet ready, even though the regular check-in time was 2 pm and they arrived at the hotel at 3 pm The participants in the double deviation group were further informed that the hotel’s front desk clerk was impolite and that their request to see the hotel manager was rejected (refer to the Appendix for the complete scenarios).
为了实施本研究，参与者被告知这项研究旨在评估客户的反应从他们的酒店服务体验。通过使用Grégoire et al.（2009）和Basso and Pizzutti（2016）调整后的服务失败情景，制定情景来评估在酒店单次和双次偏离后的消极应对意向。忠诚度会员组的参与者被要求想象他们在特许经营酒店拥有10年的高级会员资格，并享受了它的各类服务。他们出差总是订这家旅馆。相比之下，非忠诚会员组的参与者被要求想象他们以前从未住过这家酒店，并因商务旅行预订了这家酒店。然后，出现了单偏差和双偏差。单偏差组的参与者被告知他们不能在下午5点之前办理入住手续，因为他们的房间还没有准备好，尽管常规的入住时间是下午2点，他们在下午3点到达酒店。双偏差组的参与者还被告知酒店的前台办事员非常不礼貌并且拒绝了他们要求见酒店经理的请求（完整的情况见附录）。

参与者被告知研究的目的，然后会员的情景是，10年老会员，每次出差都住这家，非会员的情景是，以前从没住过，只有这次因出差预订了这家。单一偏差：正常情况下午2点就能入住，客户3点到了，但被告知5点前都不能入住；双重偏差：在单一偏差的基础上，被告知前台非常无礼并拒绝了他们见酒店经理的请求。

Subsequently, all the participants were asked to rate their desire for retaliation in response to six items (e.g., “You want to do something bad to this hotel”) adopted from Grégoire and Fisher (2006) by using a seven-point scale (1 = strongly disagree, 7 = strongly agree; Cronbach’s α = 0.954). The participants were also asked to rate their perceived betrayal in response to three items (e.g., “I feel cheated”) adopted from Grégoire and Fisher (2008) by using a seven-point scale (1 = strongly disagree, 7 = strongly agree; Cronbach’s α = 0.891). Then, manipulation checks were measured to check the manipulation of loyalty program membership. In particular, the participants were asked to assess their perceived relationship quality in response to four items (e.g., “I feel that this hotel is very dependable”) adopted from Grégoire et al. (2009) by using a seven-point scale (1 = strongly disagree, 7 = strongly agree; Cronbach’s α = 0.900). In addition, to check the manipulation of single and double deviations, participants were also asked to evaluate the severity of service failure in response to three items (e.g., “The service failure caused me …”) adopted from Smith et al. (1999) by using a seven-point scale (1 = minor problem/small inconvenience/minor aggravation, 7 = major problem/big inconvenience/major aggravation; Cronbach’s α = 0.912). All the scales are provided in the Appendix.
随后，所有参与者被要求使用7分量表（1=强烈不同意，7=强烈同意；Cronbach’s α=0.954）来评估他们对六个项目（例如，“你想对这家酒店做坏事”）的报复欲望。参与者还被要求使用7分量表（1=强烈不同意，7=强烈同意；Cronbach’s α=0.891）来评估他们对三个项目（例如，“我觉得被欺骗”）的感知背叛。随后，做了操纵检验manipulation checks检查了忠诚度会员的操纵情况。特别是，参与者被要求使用七分量表（1=强烈不同意，7=强烈同意；Cronbach’s α=0.900）评估他们对四个项目（例如，“我觉得这家酒店非常可靠”）的感知关系质量。此外，为了检查单偏差和双偏差的操纵情况，参与者还被要求使用七分量表(1=小问题/小不便/小恶化，7=大问题/大不便/大恶化；Cronbach’s α = 0.912)评估服务失败的严重程度，以回应三个项目（例如，“服务失败导致我…”）。所有量表见附录。

对六个条目（反映客户报复欲望）进行1-7的评分，对三个条目（反映客户感知背叛）进行1-7的评分。检验成员、非成员的操纵是否成功，具体做法是对四个项目（反映客户感知关系质量）进行1-7的评分。检验单偏差、双偏差是否操纵成功，具体做法是对三个项目（反映客户对服务失败的严重程度评估）进行1-7的评分。

Study 1: results

Manipulation checks were successfully conducted. The participants’ perceived relationship quality in each scenario were analyzed using 2 (loyalty membership: non-member vs. member) × 2 (number of service failures: single deviation vs. double deviation) ANOVA. Only the main effect of loyalty program members was significant. In particular, the perceived relationship quality was higher for the participants in the member group (M = 3.16, SD = 1.21) than for those in the non-member group (M = 2.61, SD = 1.47; F [1, 199] = 8.01, p = 0.005, η2 = 0.039), indicating the successful manipulation of loyalty program membership. In addition, the participants’ perceived severity of the service failure was checked using the same 2 × 2 ANOVA. Only the main effect of the number of service failures was significant. In particular, the perceived severity of service failure was higher for the participants in the double deviation group (M = 5.33, SD = 1.40) than for those in the single deviation group (M = 4.40, SD = 1.52; F [1, 199] = 20.84, p < 0.001, η2 = 0.095), supporting the evidence for service failure manipulation.
操纵检验成功进行。采用2（忠诚会员：非会员vs.会员）×2（服务失败次数：单偏差vs.双偏差）方差分析法，对每种情景下被试的感知关系质量进行分析。只有忠诚计划成员的主效应显著。特别是，成员组的参与者（M=3.16，SD=1.21）的感知关系质量高于非成员组的参与者（M=2.61，SD=1.47；F[1199]=8.01，p=0.005，η2=0.039），表明成功操纵了忠诚计划成员资格。此外，使用相同的2×2方差分析来检验参与者对服务失败的感知严重性。只有服务失败次数的主效应显著。特别是，双偏差组（M=5.33，SD=1.40）的受试者对服务失败的感知严重程度高于单偏差组（M=4.40，SD=1.52；F[1199]=20.84，p<0.001，η2=0.095），支持了服务失败操纵的证据。

成员组的感知关系质量高于非成员组，说明上述关于成员&非成员的情景设定真的按照预期影响了参与者（的关系感知）。同理，双偏组对服务失败的感知严重程度高于单偏组，说明上述关于单偏差&双偏差的情景设定真的按照预期影响了参与者（对服务失败程度的感知）。所以得出操纵检验成功的结论。

A 2 × 2 ANOVA was conducted for desire for retaliation. The main effect of the number of service failures was significant, i.e., the desire for retaliation was higher for the participants in the double deviation group (M = 3.82, SD = 1.74) than for those in the non-member group (M = 3.09, SD = 1.73; F [1, 199] = 9.01, p = 0.003, η2 = 0.043). Moreover, the interaction effect of the two experimental factors was significant (F [1, 199] = 6.59, p = 0.011, η2 = 0.032). The planned contrast analysis confirmed H1a and b, as shown in Fig. 2. In particular, for the participants in the non-membership group, the desire for retaliation was higher in the double deviation group (M = 4.17, SD = 1.80) than in the single deviation group (M = 2.83, SD = 1.71; F [1, 199] = 15.59, p < 0.001, η2 = 0.073). By contrast, for the participants in the member group, the desire for retaliation was similar in the double deviation (M = 3.44, SD = 1.62) and single deviation (M = 3.34, SD = 1.74; F [1, 199] = 0.09, p = 0.760, η2 = 0.001) groups.
对报复欲望进行2×2方差分析。服务失败次数的主效应显著，即双偏离组的参与者（M=3.82，SD=1.74）的报复意愿高于非成员组的参与者（M=3.09，SD=1.73；F[1199]=9.01，p=0.003，η2=0.043）。此外，两个实验因素的交互作用显著（F[1199]=6.59，p=0.011，η2=0.032）。计划的对比分析证实了H1a和b，如图2所示。特别是对于非成员组的参与者，双偏差组（M=4.17，SD=1.80）的报复欲高于单偏差组（M=2.83，SD=1.71；F[1199]=15.59，p<0.001，η2=0.073）。相比之下，对于成员组的参与者，双偏差组（M=3.44，SD=1.62）和单偏差组（M=3.34，SD=1.74；F[1199]=0.09，p=0.760，η2=0.001）的报复欲望相似。

如图2所示，感知背叛也有类似的交互作用（F[1199]=3.24，p=0.073，η2=0.016）。对于非成员组的参与者，双偏组的背叛感（M=5.12，SD=1.25）高于单偏组（M=4.09，SD=1.34；F[1199]=14.70，p<0.001，η2=0.069）。相比之下，对于成员组的参与者，双偏差组（M=4.68，SD=1.58）和单偏差组（M=4.34，SD=1.28；F[1199]=1.62，p=0.205，η2=0.008）的背叛感知相似。

对报复欲望和感知背叛的方差分析显示，非成员组，双偏组的报复欲与背叛感都显著高于单偏组。在成员组中，两者无显著差异

Study 2: participants, design, and procedures

Study 2 provided additional empirical evidence for our major argument by sampling current members of hotel reward programs. Study 2 recruited 280 hotel loyalty program members from three countries, namely, the US (100), Hong Kong (90), and Singapore (90), in collaboration with Toluna (a business analytic company), which holds more than 9 million panels across 49 countries. The major findings of Study 2 were not different across countries, and thus, a country-specific effect is not an issue in this study. The gender ratio of the sample is 45.7% (female) to 54.3% (male), with the following age categories: 21–30 years (24.6%), 31–40 years (26.8%), 41–50 years (27.1%), 51–60 years (16.1%), and 61 years and above (5.4%). Table 1 provides the loyalty program profile of the survey respondents, many of whom are members of Hilton Honors (39.6%) and Marriott Rewards (47.1%).
研究2通过对酒店奖励计划的现有成员进行抽样，为我们的主要论点提供了额外的实证证据。研究2与Toluna(一家商业分析公司)合作，招募了来自三个国家的280名酒店忠诚计划成员，分别是美国(100名)、香港(90名)和新加坡(90名)。Toluna在49个国家拥有超过900万名会员。研究2的主要发现在不同国家之间没有差异，因此，特定国家的影响在本研究中不是问题。样本的性别比例为45.7%(女性)~ 54.3%(男性)，年龄分为21-30岁(24.6%)、31-40岁(26.8%)、41-50岁(27.1%)、51-60岁(16.1%)、61岁及以上(5.4%)。表1提供了调查对象的忠诚度计划概况，其中许多是希尔顿荣誉(39.6%)和万豪奖励(47.1%)的成员。

这里是引用

The survey participants were randomly assigned to one of two experimental conditions in a 2 (loyalty membership: non-member vs. member) × 2 (number of service failures: single vs. double deviation) between-subject design. The general procedure and measurement used in this study were similar to those used in Study 1 except for a few modifications. All the participants are current members of a hotel loyalty program. Although they hold membership, membership association or attachment can vary among individuals. To consider a different level of membership attachment among the study participants, their membership commitment was measured by asking them to rate their previous frequency of staying in a membership-offering hotel by using a four-point scale (1 = not once in the past 12 months, 4 = more than 5 times in the past 12 months). Then, the participants were asked to assess their desire for retaliation (Cronbach’s α = 0.948), perceived relationship quality (Cronbach’s α = 0.870), and the severity of the service failure (Cronbach’s α = 0.900). In addition, the scenario’s realism (Basso & Pizzutti, 2016) was measured in response to two items in a seven-point scale (1 = very unrealistic, 7 = very realistic; Cronbach’s α = 0.815).
调查参与者被随机分配到2(忠诚会员：非会员vs.会员)×2(服务失败次数：单偏差vs.双偏差)组间被试两种实验条件中的一种。除少数修改外，本研究的一般程序和测量方法与研究1类似。所有参与者都是酒店忠诚计划的现任成员。虽然他们拥有会员资格，但会员关联或会员依恋因人而异。为了考虑研究参与者之间不同程度的会员依恋，他们的成员承诺被衡量通过让他们对之前在提供会员制的酒店住宿的频率进行评分，采用四分制(1 =过去12个月内没有发生过一次，4 =过去12个月内发生过5次以上)。然后，参与者被要求评估他们的报复欲望（Cronbach’s α=0.948）、感知关系质量（Cronbach’s α=0.870）和服务失败的严重程度（Cronbach’s α=0.900）。此外，该方案的真实性测度是对两个item做七分制评价得来的（1=非常不现实，7=非常现实；Cronbach’s α=0.815）。

引用

Study 2: results

The realism of the scenario (M = 4.83, SD = 1.30) was higher than the neutral point (i.e., “4”, t (279) = 9.50, p < 0.001). It was similar under different experimental conditions (all p > 0.442). In addition, the participants’ perceived relationship quality in each scenario were analyzed using a 2 (loyalty membership: nonmembers vs. members) × 2 (number of service failures: single vs. double deviation) ANOVA. Only the main effect of loyalty program members was significant. That is, the perceived relationship quality was higher for participants in the member group (M = 5.39, SD = 0.85) than for those in the non-member group (M = 4.82, SD = 1.07; F [1, 276] = 24.92, p < 0.001, η2 = 0.083), suggesting the successful manipulation of loyalty program membership. In addition, the participants’ perceived severity of the service failure was analyzed in the same manner. Only the main effect of the number of service failures was significant. That is, the perceived severity of the service failure was higher for the participants in the double deviation group (M = 5.61, SD = 1.10) than for those in the single deviation group (M = 5.09, SD = 1.44; F [1, 276] = 11.56, p < 0.001, η2 = 0.045), supporting the successful manipulation of service failures. Therefore, overall manipulation was successfully checked.
情景的真实性(M = 4.83, SD = 1.30)高于中性点(即“4”，t (279) = 9.50, p < 0.001)。在不同的实验条件下，其结果相似(所有的p >0.442)。此外，在每个场景中，参与者的感知关系质量采用2(忠诚度：非会员vs.会员)×2(服务失败次数：单偏差vs.双偏差)方差分析。只有忠诚计划成员的主效应是显著的。即成员组的感知关系质量(M = 5.39, SD = 0.85)高于非成员组(M = 4.82, SD = 1.07;F [1,276] = 24.92, p < 0.001，η2 = 0.083)，表明忠诚计划会员的成功操纵。此外，对参与者感知到的服务故障严重程度进行了同样的分析。只有服务故障数量的主效应是显著的。即双偏差组(M = 5.61, SD = 1.10)对服务失败的感知严重程度高于单偏差组(M = 5.09, SD = 1.44;F [1,276] = 11.56, p < 0.001，η2 = 0.045)，支持对服务故障的成功操纵。因此，成功地检查了全部操纵。

这里是引用

2 × 2 ANOVA was conducted for desire for retaliation. In contrast with the results of Study 1, the interaction effect was insignificant (F [1, 276] = 0.10, p = 0.757, η2 = 0.000). However, when membership commitment was included as an additional moderator, a marginally significant three-way interaction effect was identified. The results of Hayes’s (2018) analysis for Model #3 with 5000 bootstrapping, i.e., IV = number of service failures (single vs. double), Moderator #1 = loyalty membership (non-member vs. member), and Moderator #2 = membership commitment as a continuous variable (relatively low versus high in measurement), exhibited a significant three-way interaction effect (effect = −0.92, t = −1.92, 90% confidence interval: [−0.1.725, −0.131]). That is, for the participants with relatively high membership commitment (i.e., +1 SD in the measurement), the results of Study 1 was replicated; the difference between single and double deviations was only significant for the participants in the non-member group (p = 0.039), but not in the member group (p = 0.816). However, for participants with relatively low membership strength (i.e., −1 SD in the measurement), the difference between single and double deviations was found to be only significant for the participants in the member group (p = 0.001), but not in the non-member group (p = 0.237). The detailed pattern is illustrated in Fig. 3.
对报复欲望进行2×2的方差分析。与研究1相比，交互效应不显著(F [1,276] = 0.10, p = 0.757，η2 = 0.000)。然而，当成员承诺作为一个额外的调节因素时，发现了一个轻微显著的三方交互效应。Hayes(2018)对具有5000个bootstrapping的模型# 3的分析结果，即IV=服务失败次数（单次vs双次），调节变量#1=忠诚会员（非会员vs会员），调节变量#2=会员承诺作为一个连续变量（相对较低的测量值vs较高的测量值），表现出显著的三方交互效应（效应=−0.92，t=−1.92，90%置信区间：[0.1.725，−0.131]）。也就是说，对于成员承诺相对较高的参与者（即测量中+1 SD），结果与研究1的结果一致（重复研究1的结果）；单偏差和双偏差之间的差异仅对非成员组的参与者显著（p=0.039），而对成员组不显著（p=0.816）。然而，对于成员强度相对较低的参与者（即测量中的-1 SD），发现单偏差和双偏差之间的差异仅对成员组的参与者显著（p=0.001），而非成员组的参与者不显著（p=0.237）。详细的模式如图3所示。

这里是引用

In summary, H1a and b were supported for the relatively high membership commitment group with the “love-is-forgiving” effect when a sample of reward program members was used. However, the opposite pattern (i.e., “love becomes hate”) was true for the relatively low membership commitment group. Considering that new members may have low membership commitment, reward program managers should understand that in contrast with high-tiered members, new members may exhibit the same negative coping intention displayed by non-members.
综上所述，当使用奖励计划成员的样本时，H1a和b得到了有“爱是宽恕”效应的较高会员承诺组的支持。然而，相反的模式(即“爱变成恨”)在相对低的成员承诺组中是真实存在的。考虑到新会员可能具有较低的会员承诺，奖励计划经理应了解与高层会员相比，新会员可能表现出与非会员相同的消极应对意愿。

这里是引用

Study 3: participants, design, and procedures

Study 3 investigated the impact of different compensations on desire for retaliation and perceived betrayal by comparing three different recovery tactics, namely, no recovery vs. financial compensation vs. apology (emotional compensation). A total of 370 adults from the US (50.3% female, average age = 36.53 years, SD = 12.64) from an online panel (i.e., Amazon Mechanical Turk) participated in the study in exchange for a small monetary payment. The participants were randomly assigned to one of two experimental conditions in a 2 (loyalty membership: non-member vs. member) × 3 (recovery tactics: no recovery vs. financial compensation vs. emotional compensation [apology]) × 1 (number of service failures: double deviation) between-subject design.
研究3通过比较三种不同的恢复策略，即不补偿、经济补偿和道歉(情感补偿)，考察了不同的补偿策略对报复欲望和背叛感知的影响。共有370名来自美国的成年人（50.3%为女性，平均年龄36.53岁，标准差12.64）参加了这项研究以换取一小笔钱，他们来自一个在线小组。参与者被随机分配到两个实验条件中的一个，2（忠诚成员：非成员vs成员）×3（恢复策略：不补偿、经济补偿、情感补偿[道歉]）×1（服务失败次数：双偏差）的组间被试。

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Study 3 followed the same procedure and measurement used in Studies 1 and 2 with minimal contextual adjustment, i.e., only double deviation was considered for all the experimental conditions. Although the implementation of Study 3 was basically the same as those of Studies 1 and 2, three recovery tactics were additionally executed by providing further information from a hotel manager the subsequent day. All the participants received the following common message from the hotel manager: Good morning, Sir/Madam. We understand that you are unable to check in at our hotel at 2 p.m. yesterday due to a service failure on our part, followed by three different recovery tactics. For example, the participants in the no recovery group received the following message: We hope that you enjoy your stay at our hotel. The primary purpose of this experimental condition was to compare no recovery condition (as the control condition) with other experimental conditions. Meanwhile, the participants in the financial compensation group received the following message: For this reason, we would like to inform you that you are entitled to a 50% discount off our daily rate for your next stay at our hotel. Lastly, the participants in the apology group received the following message: We take full responsibility for the failure, and we sincerely apologize for the inconvenience it has caused you. The participants were then asked to rate their desire for retaliation (Cronbach’s α = 0.960), perceived betrayal (Cronbach’s α = 0.872), and perceived relationship quality (Cronbach’s α = 0.929).
研究3采用了与研究1和2相同的程序和测量方法，并进行最小程度的背景调整，即在所有实验条件下只考虑了双偏差。尽管研究3的实施与研究1和研究2基本相同，但通过第二天从酒店经理处提供进一步的信息。三种恢复/补偿策略被额外实施。所有的参与者都收到了酒店经理的以下共同信息：早上好，先生/女士。据我们了解，由于我们的服务失误，您无法在昨天下午2点到我们酒店办理入住手续，随后采取了三种不同的恢复策略。例如，无恢复组的参与者收到以下信息：我们希望您在我们酒店过得愉快。本实验情境的主要目的是将无补偿情境（作为对照条件）与其他实验情境进行比较。与此同时，经济补偿组的参与者收到了以下信息：为此，我们想通知您，您下次入住我们酒店，有权享受我们每日价格的50%折扣。最后，道歉组的参与者收到了以下信息：我们对失败承担全部责任，并对给您带来的不便表示诚挚的歉意。然后要求参与者对他们的报复欲望（Cronbach’s α = 0.960）、背叛感（Cronbach’s α =0.872）和关系质量（Cronbach’s α =0.929）进行评分。

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Study 3: results

Manipulation checks were successfully completed given that the participants’ perceived relationship quality was higher for the participants in the member group (M = 3.25, SD = 1.45) than for those in the non-member group (M = 2.28, SD = 1.35; F [1, 368] = 43.87, p < 0.001, η2 = 0.107), suggesting the successful manipulation of loyalty program membership. A 2 × 3 ANOVA was conducted to assess desire for retaliation and perceived betrayal. The interaction effect (p = 0.307) and the main effect (p > 0.376) of desire for retaliation were insignificant, whereas the main effect of recovery tactics was significant (F [2, 364] = 10.51, p < 0.001, η2 = 0.055) for perceived betrayal. Perceived betrayal was higher for the no recovery group (M = 5.10, SD = 1.19) than for the financial compensation group (M = 4.32, SD = 1.57) and the apology group (M = 4.58, SD = 1.29). Moreover, the interaction effect was significant (F [2, 364] = 3.07, p = 0.048, η2 = 0.017). The planned contrast analysis partially confirmed H2, as shown in Fig. 4. In particular, for participants in the non-membership group (F [2, 364] = 4.19, p = 0.016, η2 = 0.022), perceived betrayal was lower in the financial compensation group (M = 4.35, SD = 1.42) than in the no recovery group (M = 5.01, SD = 1.24; p = 0.008) and in the apology group (M = 4.92, SD = 1.03; p = 0.022). The perceived betrayal of the two latter groups (i.e., the no recovery and apology groups) was similar (p = 0.715).
考虑到成员组参与者的感知关系质量（M=3.25，SD=1.45）高于非成员组参与者（M=2.28，SD=1.35；F[1，368]=43.87，p<0.001，η2=0.107），表明忠诚计划会员的成功操纵。采用2×3方差分析评估报复欲望和背叛感知。报复欲望的交互作用（p=0.307）和主效应（p>0.376）均不显著，而补救策略对背叛感知的主效应显著（F[2364]=10.51，p<0.001，η2=0.055）。无补偿组(M = 5.10, SD = 1.19)的背叛感知高于经济补偿组(M = 4.32, SD = 1.57)和道歉组(M = 4.58, SD = 1.29)。此外，交互作用显著（F[2364]=3.07，p=0.048，η2=0.017）。计划的对比分析部分证实了H2，如图4所示。特别地，对于非成员组（F[2364]=4.19，p=0.016，η2=0.022）的参与者，经济补偿组（M=4.35，SD=1.42）的背叛感低于无补偿组（M=5.01，SD=1.24；p=0.008）和道歉组（M=4.92，SD=1.03；p=0.022）。后两组（即未补偿组和道歉组）对背叛的感知相似（p=0.715）。

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However, different patterns were found for the participants in the membership group (F [2, 364] = 9.59, p < 0.001, η2 = 0.050). Perceived betrayal was lower in the financial compensation group (M = 4.28, SD = 1.71) than in the no recovery group (M = 5.18, SD = 1.15; p < 0.001). In addition, perceived betrayal was lower in the emotional compensation group (M = 4.27, SD = 1.44) than in the no recovery group (M = 5.18, SD = 1.15; p < 0.001), but no significant difference existed between the financial compensation and apology groups (p = 0.946). In summary, the recovery strategy of financial compensation was found to be effective for those in the membership and non-membership groups. Meanwhile, the recovery tactic of emotional compensation was only effective for those in the membership group.
然而，在成员组的参与者中发现了不同的模式(F [2,364] = 9.59, p < 0.001，η2 = 0.050)。经济补偿组(M = 4.28, SD = 1.71)的背叛感知低于无补偿组(M = 5.18, SD = 1.15;p < 0.001)。此外，情感补偿组的背叛感知(M = 4.27, SD = 1.44)低于无补偿组(M = 5.18, SD = 1.15;p < 0.001)，但经济补偿组和道歉组之间无显著性差异（p=0.946）。总之，经济补偿的恢复策略对成员和非成员群体是有效的。同时，情绪补偿的恢复策略只对成员组有效。

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Discussion of the results

In accordance with Studies 1 and 2, this study found that nonmembers developed stronger perceived betrayal and retaliation desire after a double deviation than after a single deviation. Meanwhile, the perceived betrayal and retaliation desire of members remain the same between single and double deviations. Moreover, the high membership commitment group did not exhibit a different level of retaliation desire between single and double deviations. By contrast, the low membership commitment group displayed a higher level of retaliation desire after a double deviation than after a single deviation. The findings are supportive of the “love-is-forgiving” effect, which is presumed to be caused by biased assimilation through the relative weighting of attributes (Ahluwalia, 2000; Kunda, 1990), social identification (Bhattacharya et al., 1995), and switching costs (Jones et al., 2007). In particular, high-tiered members maintain a strong commitment to membership-offering hotels. When they have a bad experience with such hotels, they can hold down their negative emotions against the hotel by having attitude-consistent information (e.g., previous good episodes) outweigh attitude-inconsistent information (e.g., service failure) through a biased memory search for a favorable experience. Moreover, high-tiered members develop a sense of belonging to their hotels, establishing social identification with these hotels through which their social identity is enhanced. Their strong social identification may enable them to weaken their desire for retaliation and perceived betrayal against a hotel that has incurred service failure. In addition, high-tiered members perceive high switching costs (i.e., lost economic and social benefits) when they terminate their relationship with a hotel. High perceived switching costs discourage members from strengthening their desire for retaliation against a hotel after service failure. Otherwise, their desire for retaliation will lead them to cease bonding with the hotel and relinquish switching costs.
根据研究1和2，本研究发现非成员在两次偏离后比一次偏离后产生更强的背叛感和报复欲。同时，成员的感知背叛和报复欲望在一次偏离和两次偏离之间保持不变（差别不大）。此外，高成员承诺组在一次偏离和两次偏离之间并没有表现出不同程度的报复欲望。相比之下，低成员承诺组在两次偏离后表现出比一次偏离后更高的报复欲望。研究结果支持“爱就是宽恕”效应，该效应被认为是通过属性、社会认同和转换成本的相对权重导致的偏见同化。特别是，高级会员对提供会员资格的酒店保持着强烈的承诺。当他们在这类酒店有不好的体验时，他们可以通过对好的体验进行有偏差的记忆搜索，使态度一致的信息（如以前的好事件）超过态度不一致的信息（例如，服务失败），从而抑制对酒店的负面情绪。此外，高级会员会对酒店产生归属感，与这些酒店建立社会认同，以此增强他们的社会身份。他们强烈的社会认同可能会削弱他们对一家服务失败的酒店的报复欲和背叛感。此外，当终止与酒店的关系时，高级会员的转换成本很高（即损失经济与社会收益）。高感知转换成本阻碍了会员在服务失败后加强报复酒店的欲望。否则，他们的报复欲望将导致他们停止与酒店的联系，放弃转换成本。

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In addition, this study found that financial compensation and apology similarly moderate perceived betrayal for high-tiered members, but only financial compensation attenuates perceived betrayal for nonmembers, suggesting that an apology is a more effective recovery strategy for members than for nonmembers. Members have been enjoying economic and social rewards from a hotel’s reward program for a long time, and thus, they can develop continuance and affective commitments that allow financial compensation and apology to alleviate their betrayed feeling against a hotel after a double deviation. However, nonmembers do not have continuance and affective commitments. Hence, they are only sensitive to monetary rather than emotional compensation after service failure, explaining why only financial compensation relieves their perceived betrayal.
此外，本研究发现，经济补偿和道歉对高级别会员的背叛感知具有同等的调节作用，但只有经济补偿对非会员的背叛感知具有显著的调节作用，这表明道歉对成员来说比非成员更有效。会员长期享受酒店奖励计划的经济和社会奖励，因此，他们可以发展持续性和情感承诺，允许经济补偿和道歉以缓解他们对酒店的双重偏离后被背叛的感觉。然而，非成员没有持续性和情感承诺。因此，在服务失败后，他们只对经济补偿敏感，而对情感补偿不敏感，这解释了为什么只有经济补偿才能减轻他们的背叛感知。

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Finally, inconsistent results were observed from desire to retaliate and perceived betrayal for the interaction effect between loyalty membership and recovery tactics. The different result can be attributed to the stronger motivational aspects of desire for retaliation compared with those of perceived betrayal. Future research should provide a theoretical explanation for these inconsistent results.
最后，从报复欲望和背叛感知两个方面观察到忠诚度会员与补救策略交互作用的不一致结果。这种不同的结果可以归因于报复欲望的动机比背叛感知的动机更强。未来的研究应该为这些不一致的结果提供理论解释。

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Conclusions and implications

Reward programs proliferate the hotel industry, resulting in the increasing number of individuals who hold multiple hotel loyalty program memberships, and thus, causing skepticism with regard to the genuine impact of loyalty programs. Therefore, the current study investigated whether hotel loyalty program membership attenuates desire for retaliation and perceived betrayal when high-tiered reward program members experience a double deviation. The findings of this study suggest that high-tiered members are more likely than nonmembers to suppress their desire for retaliation and perceived betrayal during the transition from a single deviation to a double deviation, and thus, advocate the “love-is-forgiving” effect with the following theoretical and managerial implications.
奖励计划在酒店业的发展迅速，导致持有多个酒店忠诚度计划会员资格的个人数量不断增加，从而引起了对忠诚度计划真正影响的怀疑。因此，本研究探讨了当高级奖励计划成员经历双重偏离时，酒店忠诚计划会员资格是否会减弱报复欲望和背叛感知。本研究发现，在由单一偏差向双重偏差的转变过程中，高阶成员比非成员更容易抑制报复欲和背叛感，因此，支持了“爱就是宽恕”效应，并具有以下理论和管理意义。

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This study contributes to the literature on loyalty programs and customer coping responses with novel findings on how members and nonmembers respond differently to service failure, failed service recovery, and recovery tactics. The current loyalty program literature mostly deals with the effect of such program on customer loyalty and commitment (Hu et al., 2010; Noble et al., 2014; Tanford, 2013; Wirtz et al., 2007), switching costs (Tanford, 2013; Tanford et al., 2011), relationship quality (Lo et al., 2017), and relationship value (Lee et al., 2015; Melancon et al., 2011). This research stream is well expected given that a reward program is designed to develop and sustain long-lasting customer relationship with firms. The aforementioned research stream has examined and reported the favorable impact of loyalty program membership on customer relationship under no service failure condition. Thus, the extant literature has not determined whether loyalty program membership exerts a positive effect on customer coping responses after service failure.

本研究以会员和非会员对服务失败、失败服务补救和补救策略的不同反应为新发现，补充了忠诚度计划和顾客应对反应的文献。目前的忠诚计划文献主要研究此类计划对顾客忠诚和承诺、转换成本、关系质量和关系价值的影响。考虑到奖励计划旨在发展和维持与企业的长期客户关系，这一研究趋势是值得期待的。上述研究已经检验并报告了在无服务失败条件下，忠诚计划成员资格对客户关系的有利影响。因此，现有文献尚未确定忠诚计划成员是否对服务失败后的顾客应对反应产生积极影响。

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Moreover, the existing service failure literature (Grégoire et al., 2009; Grégoire & Fisher, 2006, 2008; Yang & Mattila, 2012) has identified the impact of relationship quality/strength on desire for retaliation and behavior after service failure in the context of nonmembership. The marketing literature (Grégoire et al., 2009; Grégoire & Fisher, 2006) shared the finding about the “love-becomes-hate” effect (i.e., high-relationship-quality customers feel greater perceived betrayal and develop more desire for retaliation than low-relationship-quality customers after service failure). Meanwhile, the hospitality literature (Yang & Mattila, 2012) observed the “love-is-forgiving” effect (i.e., high-tie-strength customers lowers their desire to spread negative word of mouth after service failure). Although reward program membership reflects relationship quality/strength, these are not identical concepts. Relationship quality is primarily operationalized as trust, satisfaction, and commitment; meanwhile, the relationship nature of members is associated with switching costs, social identification, and biased assimilation through the relative weighting of attributes, apart from the three components of relationship quality. Moreover, the aforementioned research tested the effect of relationship strength on customer coping behavior after a single deviation rather than a double deviation. A double deviation study context creates an extreme service failure situation, enabling researchers to observe and compare a double deviation-based coping response with a single deviation-based coping response, generating rich findings that capture the transition of desire for retaliation against a service firm from single to double deviation.
此外，现有的服务失败文献已经确定了非成员背景下关系质量/强度对服务失败后报复欲望和行为的影响。市场营销文献分享了关于“爱变成恨”效应的发现（即，在服务失败后，高关系质量的客户比低关系质量的客户感觉到更大的背叛，并产生更多的报复欲望）。同时，酒店文献观察到了“爱就是原谅”效应（即高联结强度的顾客降低了他们在服务失败后传播负面口碑的意愿）。尽管奖励计划的会员资格反映了关系的质量/强度，但这并不是相同的概念。关系质量主要表现为信任、满意和承诺；同时，除了关系质量的三个组成部分外，成员的关系性质还与转换成本、社会认同和偏见同化等属性的相对权重有关。此外，上述研究以单偏差而非双偏差来检验关系强度对顾客应对行为的影响。双偏差研究情境创造了一种极端的服务失败情境，使研究者能够观察和比较基于双偏差的应对反应和基于单偏差的应对反应，产生了丰富的、能反映对服务公司的报复欲望从单一偏差向双重偏差的转变的研究发现。

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In addition, the previous literature (McDougall & Levesque, 1999; Wirtz & Mattila, 2004) has indicated that a combination of monetary compensation and apology is the best service recovery tactic; however, how financial compensation and apology work differently between reward program members and nonmembers has not been reported. The current study found that members and nonmembers react differently to financial compensation and apology. Financial compensation alone relieves the retaliation desire of nonmembers. Meanwhile, financial and emotional compensations are found to be effective recovery strategies for members. Such novel finding will assist researchers interested in gaining an insight into members’ response to recovery tactics, relative to that of nonmembers, contributing to the enrichment of the current service recovery literature.
此外，先前的文献表明，经济补偿与道歉相结合是最好的服务补救策略；然而，关于经济补偿和道歉如何在奖励计划成员和非成员之间起不同的作用还没有报道。本研究发现成员和非成员对经济补偿和道歉的反应不同。只有经济补偿才能减轻非成员的报复欲望。同时，经济补偿和情感补偿被发现是对成员有效的补救策略。这一新发现将有助于有兴趣深入了解成员（相对于非成员）对补救策略的反应的研究人员，有助于丰富当前的服务补救文献。

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The hospitality and tourism literature advocates that hotel loyalty programs maintain and enhance customer loyalty, but does not report whether reward programs are also effective in managing program members’ coping behavior after service failure. The findings of the present study suggest that membership is helpful in alleviating the desire for retaliation and perceived betrayal of members who experienced service failure due to biased assimilation, social identification, and switching costs. This implication provides loyalty program managers with an insight into how to design reward programs in a manner that reinforces biased assimilation, social identification, and emotional switching costs. The insight can be the development of emotional attachment to a loyalty program through the emotional benefits of the program. Individuals join a reward program to enjoy economic rewards, such as point redemption for room and F&B discounts, room upgrade, point usage at partner retail shops, and others. However, if a loyalty program is highly characterized as providing economic benefits only, then the program likely faces the risk of losing members in the end. Economic benefits are easily copied and offered by other competing reward programs, and thus, members are likely switch to other loyalty programs with greater economic benefits because of a lack of emotional attachment to their loyalty program. This study contends that apart from economic rewards, a loyalty program should provide emotional value proposition (i.e., emotional rewards) for its members to develop emotional bonding with the program. For example, a reward program can offer member-exclusive special events that are not available in other programs. A hotel may invite members to a special “Mother’s Day” lunch/dinner for a discounted price, allowing members to celebrate special moments with their parents and children and cultivate their bond with the program. When a reward program is equipped with unique emotional rewards, in addition to economic rewards, not offered by other programs, then the program is likely to develop members’ attachment to it. The emotional value proposition of a loyalty program will facilitate biased assimilation, social identification, and emotional switching costs that will weaken the desire for retaliation and perceived betrayal of members after service failure.
酒店和旅游文献支持酒店忠诚计划维持和提高了顾客忠诚度，但没有报道奖励计划是否也能有效地管理服务失败后计划成员的应对行为。本研究的结果表明，成员资格有助于缓解经历了服务失败的成员的报复欲望和背叛感知，由于有偏见的同化，社会认同和转换成本。这一启示为忠诚计划经理提供了一个洞见，即如何以一种能够加强偏见同化、社会认同和情感转换成本的方式来设计奖励计划。这种洞察可以通过忠诚计划的情感利益来发展对忠诚计划的情感依恋。个人加入奖励计划以享受经济奖励，如房间和餐饮折扣的积分兑换、房间升级、合作零售店的积分使用等。然而，如果一个忠诚计划的特点是只提供经济利益，那么该计划最终可能面临失去成员的风险。经济利益很容易被其他竞争性奖励计划复制和提供，因此，成员可能会因为对忠诚计划缺乏情感依恋而转向其他具有更大经济利益的忠诚计划。本研究认为，除了经济奖励外，忠诚度计划还应为其成员提供情感价值主张（即情感奖励），以发展与该计划的情感联系。例如，奖励计划为会员提供其他计划无法提供的会员专属特别活动。酒店可以以优惠价格邀请会员参加“母亲节”午餐/晚餐，让会员与父母和孩子一起庆祝特殊时刻，培养他们与项目（酒店忠诚度计划）的联系。当一个奖励计划除了经济奖励外，还具有其他计划所不具备的独特的情感奖励时，这个计划更可能发展成员对它的依恋。忠诚计划的情感价值主张将促进偏见同化、社会认同和情感转换成本，这些将削弱服务失败后成员的报复欲望和背叛感。

Limitations and suggestions for future research

This study makes a significant contribution to the related literature, but future research should address its limitations. For example, although this study focuses on the consequences of maintaining loyalty program membership for a long time, it is also important to understand the dynamic change from new customers to loyal customers and its impact on service failure. In addition, future research should cover various service failures to extend the external validity of the current study’s findings. To achieve this objective, a longitudinal study may be helpful in understanding the significant role of membership in service failure. The current research relies on scenario-based investigation, and thus, the external validity can be relatively weak, although this method has been widely adopted in the tourism and hospitality literature. Future research may investigate the issue using actual data, such as consumers’ complaints or feedback. In addition, biased assimilation, social identification, and switching costs are considered to induce a cushioning effect on negative coping behavior. Future research may be interested in identifying which components of a hotel’s reward program are effective in solidifying members’ biased assimilation, switching costs, and social identification with a hotel. Moreover, social identification can be tested as a moderator for future research on service recovery and failure. Finally, although this research provided empirical evidence for the moderation effect, the empirical evidence for mediation was weak. Future studies should include empirical evidence for mediation by measuring mediators.
本研究对相关文献有重要贡献，但未来的研究应解决其局限性。例如，虽然本研究关注长期维持忠诚计划成员资格的后果，但了解从新客户到忠诚客户的动态变化及其对服务失败的影响也很重要。此外，未来的研究应涵盖各种服务失败，以扩展当前研究结果的外部有效性。为了实现这一目标，纵向研究可能有助于理解成员在服务失败中的重要作用。目前的研究依赖于基于情景的调查，因此，外部有效性可能相对较弱，尽管这种方法已被广泛采用在旅游和酒店文献中。未来的研究可能会使用实际数据，如消费者的投诉或反馈来调查这个问题。此外，偏见同化、社会认同和转换成本对消极应对行为具有缓冲作用。未来的研究可能有兴趣确定酒店奖励计划的哪些组成部分在巩固成员对酒店的偏见同化、转换成本和社会认同方面是有效的。此外，社会认同可以作为未来服务恢复和服务失败研究的调节因素。最后，虽然本研究为调节作用提供了实证证据，但中介作用的实证证据较弱。未来的研究应该通过对调节变量的度量提供更多的中介作用的实证证据。

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