Table 3.

Under specific consumption situations, customers’ positive or negative emotions, triggered by experiences with a company employee, will not necessarily lead to perceive the company positively or negatively.

Reference	Findings	Key variables/dimensions	Research tool	Industry and Contextual conditions
Bansal et al. (2001)	In a service-oriented economy, organizations should emphasize employees' well-being as a means to attract and retain external customer patronage. The study does not examine the company's role separately.	Internal marketing (HR practices, internal customer) Internal customer behavior External marketing (external service quality, external customer satisfaction, external customer)	Conceptual	Service industry
Grigoroudis et al. (2013)	The service provider's overall efficiency is achieved on every level of its service delivery process. Efficiency happens on different levels: confirming customer expectations (level 1), achieving customer satisfaction (level 2), producing higher operational results, and creating loyal customers (level 3). The study does examine the company's separately.	Efficiency evaluation Customer satisfaction Business performance Employee appraisal	MUSA (Multicriteria Satisfaction Analysis) method	16 bank branches
Jayawardhena et al. (2007)	Each service encounter matters for customers' perceptions. The service encounter quality is directly related to customer satisfaction and service quality, and indirectly to loyalty. The study does not examine the company's role separately.	Service encounter quality (professionalism, civility, friendliness, and competence dimensions) Customer satisfaction Service quality perceptions loyalty	Mixed methods	Private safety inspection organization in New Zealand 50 service providers (interviews). 778 customers from a private safety inspection organization (surveys)
Mende and Bolton (2011)	In the service setting, customers with low levels of attachment anxiety and attachment avoidance view a firm and its employees more favorably than those with high levels. Insecurely attached customers who find the relationship with service employees insufficient, might be better connected with the service firm. The study does not test an emotional experience transfer from a company to its employees and vice versa.	Customer Attachment Anxiety (Firm/Employee) Customer Attachment Avoidance (Firm/Employee) Satisfaction (Firm/Employee) Trust (Firm/Employee) Affective commitment (Firm/Employee)	Regression models (Least squares estimation)	A North American insurance company. 932 customers
Porath et al. (2010)	Customers make faster and more negative generalizations when encountering discourteous employees. The study does not examine the company's role separately.	Employee incivility Anger Rumination Negative generalizations	Experimental design	Study 1. 73 respondents at a large university. Study 2. 117 undergraduate respondents. Study 3: 2 (courteous employee-employee reprimand versus discourteous employee-employee reprimand) x 2 (customer delayed versus not delayed by a discourteous service provider) between-subjects design. Study 4: 59 respondents.