There is an increasing recognition of the positive outcomes of effective service recovery. Previous research has demonstrated that effective service recovery enhances repurchase intention, results in positive word of mouth, enhances trust & commitment and increases profitability. Given that effective service recovery is vital to 'recovery paradox', the frontline executives who play a central role in the service recovery need to demonstrate enhanced commitment towards service recovery. However to our knowledge, studies that have investigated personal characteristics & determinants of work related attitudes of front line executives and its impact on service recovery are sparse.
In this paper, we discuss research on organizational hypocrisy, burnout, stigma consciousness & demographics of customer care executives and their potential impact on effectiveness of service recovery. A new set of empirically testable propositions are also presented.