Contemporary thought in marketing recognizes that trust is a critical factor in relational exchanges between consumers and service providers. Most studies have focused on the consequences of perceived trust for outcomes such as loyalty and cooperation. Few have examined company behaviors and practices that build or deplete consumer trust, or the mechanisms by which these behaviors and practices contribute to trust enhancement and/or depletion.
In this study, authors Sirdeshmukh, Singh, and Sabol address this gap in our understanding by modeling trust-building and trust-depletion processes as dynamic and asymmetric. Their framework includes multiple dimensions of trustworthiness —operational competence, operational benevolence, and problem-solving orientation —and incorporates two distinct facets of consumer trust judgments—frontline employees and management policies and practices. In addition, it specifies value as a key mediator of the trust-loyalty relationship.
Contemporary thought in marketing recognizes that trust is a critical factor in relational exchanges between consumers and service providers. Most studies have focused on the consequences of perceived trust for outcomes such as loyalty and cooperation. Few have examined company behaviors and practices that build or deplete consumer trust, or the mechanisms by which these behaviors and practices contribute to trust enhancement and/or depletion.In this study, authors Sirdeshmukh, Singh, and Sabol address this gap in our understanding by modeling trust-building and trust-depletion processes as dynamic and asymmetric. Their framework includes multiple dimensions of trustworthiness —operational competence, operational benevolence, and problem-solving orientation —and incorporates two distinct facets of consumer trust judgments—frontline employees and management policies and practices. In addition, it specifies value as a key mediator of the trust-loyalty relationship.
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