Insights into managers’ response behavior: Priority and effort |
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| Institution: | 1. School of Accounting, Nanjing Audit University, 86 West Yushan Road, Nanjing, China;2. School of Hotel & Tourism Management, The Hong Kong Polytechnic University, 17 Science Museum Road, TST-East, Kowloon, Hong Kong Special Administrative Region;1. Rosen College of Hospitality Management, University of Central Florida, 9907 Universal Blvd., Orlando, FL, 32819, United States;2. Rosen College of Hospitality Management, University of Central Florida, Orlando, FL, United States;1. Department of Business and Accounting, Faculty of Economics and Business Administration, Universidad Nacional de Educación a Distancia (UNED), Paseo Senda del Rey, 11, 28040 Madrid, Spain;2. Department of Business and Accounting, Faculty of Economics and Business Administration. Universidad Nacional de Educación a Distancia (UNED), Paseo Senda del Rey, 11, 28040 Madrid, Spain;1. School of Management, Harbin Institute of Technology, 92 West Dazhi Street, Harbin, China;2. Howard Feiertag Department of Hospitality and Tourism Management, Pamplin College of Business, Virginia Tech, Blacksburg, VA 24061, USA;1. Ecole hôtelière de Lausanne, HES-SO//University of Applied Sciences Western Switzerland, Route de Cojonnex 18, 1000, Lausanne 25, Switzerland;2. Columbia University, 701 Uris Hall, New York, NY, 10027, United States |
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| Abstract: | Managerial response plays an important role in bridging customers and hotel managers in the online environment. Extant studies have examined the effect of managerial response on online reputation, customer satisfaction, and customer revisits, among others. However, the actual response behavior of managers to customer reviews remains unclear. To address this research gap, we collect data from a leading travel website and empirically analyze the response priority and effort of managers. Findings show that managers have preferences in their responses. (1) Managers prioritize digest, negative, and long reviews when responding to customers. The probability of managerial responses to digest reviews is 1.9 times that of general reviews. (2) Managers also exert additional effort when responding to such reviews. A one-score decrease in customer review leads to an approximately 17-word increase in managerial response. This study concludes by presenting the theoretical and managerial implications of these findings. |
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| Keywords: | Customer review Managerial response Response priority Response effort |
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