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1. Introduction
Social media-friendly customers are increasingly inclined to report their honest opinions of their service experiences on social networks (Xiang and Gretzel, 2010). Of the diverse social media platforms available, online review websites are recognized as one of the most accessible tools for understanding social media-friendly customers’ experiences more precisely (Gretzel and Yoo, 2008; Pantelidis, 2010). These sites have the specific purpose of providing information about hotel stays or destinations as part of the trip planning process (Vermeulen and Seegers, 2009).
To keep pace with customers’ use of social media, hotel companies have recently begun to adopt diverse tools such as social media websites, customer-generated content or online reviews to assist in decision-making and as a marketing technique to maximize utilization (Chan and Guillet, 2011; Leung et al., 2013; McCarthy et al., 2010). Researchers in the hospitality field are paying increasing attention to the importance of reviewing social media content to improve the customer experience quality and identify opportunities for service recovery. Reviewing content on social media also helps them to understand customers’ satisfaction and dissatisfaction (Berezina et al., 2016; Jeong and Jeon, 2008; Levy et al., 2013; Li et al., 2013).
In the customer behavior literature, understanding customer satisfaction is one of the most popular topics in examining the performance of a service firm (Anderson et al., 1994; Babin and Griffin, 1998; Barsky, 1992). Antecedents leading to hotel customer satisfaction during customers’ stay have been identified in previous research to assess their perception of service performance (Barsky and Labagh, 1992; Choi and Chu, 2000; Gu and Ryan, 2008; Poon and Low, 2005). On the other hand, customer dissatisfaction is considered to examine reasons for service failure or deteriorating business profit (Yang and Mattila, 2012). However, it has been neglected to independently recognize the antecedents determining customer dissatisfaction, even though unfavorable outcomes can influence a firm’s overall performance more than the positive effects of customer satisfaction (Hoffman and Chung, 1999; Schlossberg, 1991).
According to Herzberg’s two-factor theory (Herzberg, 1966; Herzberg et al., 1958), specific factors causing satisfaction do not generate dissatisfaction, and vice versa. In other words, two different sets of satisfiers and dissatisfiers have emerged, showing that the typical statement that satisfiers and dissatisfiers lie on...