Mastering the digital dialogue: How restaurant managers tackle positive and negative eWOM in the UAE restaurant industry

Abstract

This study examines how restaurant managers strategically respond to online reviews through electronic word-of-mouth (eWOM), distinguishing between approaches for positive and negative feedback. Using a multi-method research design, the study first conducted a content analysis of 671 eWOM responses, categorizing key strategies. This was followed by in-depth interviews with 11 managers actively engaging in eWOM to validate the findings. Results indicate that managers use rapport-building and marketing strategies for positive reviews, leveraging them to enhance customer relationships and attract new patrons. Engaging with both positive and negative reviews is crucial for customer loyalty and brand perception. While responses to positive reviews reinforce strengths, addressing negative feedback helps mitigate reputational risks. This research contributes to eWOM strategy literature by highlighting managers’ objectives for response strategies, filling a critical gap in the restaurant industry, and providing practical insights for optimizing online engagement.

Keywords

electronic word-of-mouth (eWOM)restaurant reviews restaurant responses customer relationship management (CRM)service recovery

Introduction

The prevalent usage of online platforms has made electronic word-of-mouth (eWOM) the most important and influential source of information for customers in making purchasing decisions (Alnoor et al., 2022; Weitzl, 2019). Online reviews are the most common form of eWOM (Moriuchi and Moriyoshi, 2024) and have a strong influence on customer decision-making (Ravichandran and Deng, 2023). Given the intangible and experiential nature of the restaurant industry, eWOM holds significant importance. Diners increasingly rely on eWOM, including online reviews, to reduce uncertainty (Aureliano-Silva et al., 2021). eWOM serves as a double-edged sword for companies (Atito et al., 2023). Negative eWOM can tarnish the image of firms in the case of poor products or services. However, positive eWOM can increase sales (Wen et al., 2022). Companies have started to become concerned about controlling the customers’ conversations on social media (Javornik et al., 2020; Lopez et al., 2023a).

Recent studies on company responses to customers’ eWOM in the restaurant industry reveal significant theoretical gaps that warrant further exploration. Scholarly evidence indicates contradictory findings regarding how companies should respond to positive and negative eWOM. For instance, while some research suggests that proactive responses to negative eWOM can enhance customer perceptions and loyalty (Chevalier and Mayzlin, 2022), other studies argue that such responses may backfire by drawing additional attention to negative comments (Lee and Cranage, 2014). Additionally, certain studies indicate that responding to negative eWOM can be perceived as defensive, potentially exacerbating customer dissatisfaction (Sparks and Bradley, 2017).

In contrast, other findings suggest that timely and empathetic responses to negative eWOM can significantly mitigate its adverse effects and even convert dissatisfied customers into loyal ones (Hung et al., 2024). Additionally, research has predominantly focused on responding to negative eWOM (Bonfanti et al., 2016; Ravichandran and Deng, 2023). Thus far, the importance of responding to positive eWOM has been overlooked. Online positive eWOM provides an excellent opportunity for companies to identify their satisfied customers and further enhance their relationships with them (Deng and Ravichandran, 2017). Companies may accentuate customer’s positive eWOM in their responses and improve their online reputation (Xie et al., 2017a).

To address these gaps, this study investigates three key questions regarding restaurant managers’ responses to eWOM. First, it examines how restaurants respond to both positive and negative eWOM. Second, it explores the similarities and differences in these responses, filling a research gap that has primarily focused on negative eWOM (Chen et al., 2019). Third, it identifies the goals managers pursue when responding to eWOM, offering a comprehensive view of effective eWOM management in restaurants.

This research integrates theories from multiple disciplines to explain managerial responses. It synthesizes social media communication theory (Swani et al., 2017), the Goals-Plans-Action (GPA) model (Dillard, 1990), rapport management theory (Spencer-Oatey, 2008), relationship marketing (Berry, 2002), and the service recovery paradigm (Gronroos, 1988) to propose a model outlining the primary and secondary goals and strategies managers use. This model also explains differences in responses to positive and negative eWOM.

The study fills a critical gap by examining restaurant eWOM, a topic often overlooked despite its influence on consumer decision-making (Fox and Longart, 2016). While eWOM in the hotel industry has been widely studied (Bonfanti et al., 2016; De Ascaniis et al., 2015; Raja Mustapha and Nazlan, 2024) restaurant-specific research remains limited. Given that managerial responses are publicly visible and shape customer perceptions (Chen et al., 2019), understanding these interactions is essential. This study also underscores the strategic value of engaging with positive eWOM, which enhances brand image and customer relationships (Sparks and Bradley, 2017). By addressing these dimensions, it offers insights into effective eWOM strategies that support customer engagement and reputation management in the restaurant sector.

Literature review

Electronic word-of- mouth (eWOM)

The internet has significantly enhanced consumer interaction (Lopez et al., 2023a; Tripathi et al., 2024), facilitating eWOM—any positive or negative statement about a product or company made by potential, actual, or former customers and accessible to many via the Internet (Hennig-Thurau et al., 2004). This includes discussions on forums (Huang and Chen, 2006), review sites (Cheung et al., 2008), blogs (Chu and Kamal, 2008), shopping websites (Li and Zhan, 2011), and social media (Yones and Muthaiyah, 2023). eWOM covers various media, with online recommendations and reviews being the most common examples (Patil and Rane, 2023).

eWOM strongly influences consumer attitudes and behaviors (Verma et al., 2023), playing a vital role in ecommerce (Kotler et al., 2022; Wang et al., 2019) and the fast-growing service sector, particularly tourism and hospitality (Cantallops and Salvi, 2014; Xia and Ha, 2023). It is key to customer decision-making, viewed as one of the most trusted information sources (Bilgihan et al., 2018; Verma et al., 2023) and an effective promotional tool (An and Ngo, 2025). Marketers use eWOM to build brands and increase loyalty (Kapoor et al., 2018), investing heavily to boost positive eWOM and accelerate its spread (Schuckert et al., 2015).

In the restaurant sector, eWOM is widely used to choose dining options (Haro-Sosa et al., 2024), with positive eWOM driving sales and negative eWOM hurting profitability (Raja Mustapha and Nazlan, 2024). Information from past customers on food and service quality is seen as more credible than that provided by the company, aiding decision-making (Xia and Ha, 2023). Consumers are more interested in restaurants with positive eWOM (Taylor and Aday, 2016) and more likely to share favorable reviews (Kim et al., 2009), which significantly boosts a restaurant’s reputation (Lee and Kim, 2020).

Restaurants increasingly recognize the value of responding to eWOM to drive profits (Lee and Kim, 2020). However, some fail to reply or respond poorly, leading to negative outcomes (Weitzl, 2019). Ignoring reviews can make customers feel neglected and damage the restaurant-customer relationship (Xie et al., 2017a).

Corporate response strategies to eWOM

Managerial responses to eWOM refer to direct replies posted by restaurant management to online customer reviews. These responses are visible not only to the reviewers but also to prospective customers. As such, they help establish a positive image of customer service while addressing specific concerns (Yu et al., 2021).

The importce of company responses to eWOM has been explored from various angles. One research stream examines their impact on performance (Xie et al., 2017b), showing that managerial responses influence customer attitudes (e.g., Proserpio and Zervas, 2017; Sparks et al., 2016), enhance satisfaction (Erkmen and Turegun, 2022), and promote positive word-of-mouth (WOM) and repurchase behavior (Maxham, 2001).

Other studies focus on response components (Bonfanti et al., 2016; De Ascaniis et al., 2015; Sparks and Bradley, 2017; Wu, 2015; Zhang and Vásquez, 2014). For instance, Sparks and Bradley (2017) proposed a ‘triple A’ typology for hotel responses: (1) Acknowledgement (thank, appreciate, apologize, recognize); (2) Account (excuse, justify, reframe, deny); and (3) Action (investigate, rectify, refer, compensate).

Lee and Song (2010a) outlined three eWOM response strategies: no response, defensive, and accommodative. Not responding may avoid escalation but risks appearing indifferent, potentially harming reputation (Alba and Slongo, 2020). It may be suitable when the company isn’t at fault or when replying could offend (Mclaughlin, 1983), though some argue that any response is better than none (Alba and Slongo, 2020). Defensive responses—denying the issue or blaming the customer—can worsen perceptions and damage brand image (Lee and Overby, 2005; Lee and Song, 2010a), although they may be used when fault is unclear or criticism is unfair (Coombs, 1999). In contrast, accommodative responses such as apologies, compensation, or corrective actions are seen as most effective (Lee and Overby, 2005), enhancing perceptions, loyalty, and positive eWOM (Davidow, 2003; Weitzl, 2019). Apologies are often foundational for recovery (Mattila and Cranage, 2005). Psychological equity theory supports this approach, suggesting people seek to restore fairness through emotional or tangible means (Goodwin and Ross, 1992).

Importance of company responses

Research highlights the importance of company responses to eWOM due to their impact on customer engagement, brand attitude, and reputation (Alba and Slongo, 2020). Not replying to eWOM can harm a company’s image more than providing a negative response, as customers perceive responsiveness as an indicator of valuing their experience (Ren, 2018; Sparks et al., 2016). Studies show that increased managerial responses enhance competitive performance, leading to a more favorable customer evaluation (Xie et al., 2017a).

Engaging customers online signals that the company values their feedback beyond the transaction itself. This aligns with reciprocity theory, which suggests that positive actions generally prompt positive responses; therefore, replying to eWOM reinforces favorable perceptions of the brand (Lee and Kim, 2020). Managers are advised to respond to eWOM, whether positive or negative, to acknowledge customers’ efforts and express appreciation, further strengthening customer relationships (Xie et al., 2017a).

Research by Ravichandran and Deng (2023) also confirms that the quantity of responses is positively associated with competitive performance in the hospitality sector. Responding effectively to eWOM is essential, as it can enhance the brand’s public image and instill customer confidence. Thus, eWOM responses play a crucial role in portraying a brand that genuinely values customer input and experiences, reinforcing positive sentiments and engagement with both current and potential customers (Alba and Slongo, 2020).

Cross-industry insights into eWOM response strategies

Comparative service industry perspectives from airlines and hotels offer useful background on electronic word-of-mouth (eWOM) responses and help situate the restaurant industry within broader service marketing discourse. In hotel settings, Sparks and Bradley (2017) applied the “Triple A” framework—acknowledgement, account, and action—to classify review replies, highlighting formalized service recovery across multiple touchpoints. Other researchers (e.g., Bonfanti et al., 2016; De Ascaniis et al., 2015) identified brand protection and guest reassurance as common themes, reflecting the longer guest experience and standardized service expectations.

By contrast, the airline industry features sporadic, high-risk, and operationally complex interactions, marked by concerns over safety and punctuality. Accordingly, airline eWOM replies are policy-driven, time-sensitive, and reputation-focused, with tone and response speed influencing trust and booking decisions (Frías-Jamilena et al., 2020).

These comparisons highlight the distinct nature of the restaurant sector, which involves more frequent, hedonic, and emotionally expressive interactions. Service failures are often minor yet immediately visible and widely shared (Sparks et al., 2016). This environment allows managers to adopt more flexible, personalized, and rapport-driven strategies that support both recovery and brand-building (Lee and Kim, 2020; Petak, 2023). While informed by hotel and airline insights, this study fills a gap by focusing on eWOM strategies tailored to restaurant dynamics, where digital interactions function not only as recovery tools but also as vehicles for engagement and loyalty.

Theoretical frameworks

Companies’ online communication with their customers is a nascent phenomenon. Thus, there is not a single overarching theory to explain the entire field (Cantallops and Salvi, 2014). Triangulation of theories is crucial for your research on the strategies employed by restaurant managers, as it enables a comprehensive and multi-dimensional understanding of their responses. This research has adopted theories from different disciplines to shed light on various aspects of this phenomenon. Thus, this study included social media communication theory (Swani et al., 2017), the GPA communication model (Dillard, 1990), rapport management theory (Spencer-Oatey, 2008), relationship marketing (Berry, 2002), and the service recovery paradigm (Gronroos, 1988). These theories and paradigms have been used in this study to explain how restaurant representatives communicate responses to customers’ eWOM in apparent efforts to further their restaurant’s business goals.

The social communication model (Swani et al., 2017) provides insights into how restaurant managers utilize digital platforms to communicate with customers. This theory is employed to grasp the encoding and decoding phases of restaurant responses to eWOM. In particular, it will provide a structure for examining how restaurant representatives can formulate their responses to customer eWOM to advance the business objectives of the restaurant.

Furthermore, the GPA model (Dillard, 1990), is utilized to elucidate how companies encode response messages with specific communicative intentions. The GPA model offers a framework for understanding the strategic planning and execution of communication efforts, highlighting how managers set objectives, develop plans, and take actions to achieve desired outcomes. The model suggests that communication is a purposeful behavior, indicating that individuals consciously generate messages with intended objectives in mind. Moreover, rapport management theory (Spencer-Oatey, 2008), is integrated into the theoretical framework to understand the strategies employed by restaurant representatives in building and maintaining positive relationships with customers through effective communication. This theory emphasizes the importance of rapport-building in interpersonal interactions, highlighting its relevance in the context of managing customer eWOM. Furthermore, relationship marketing principles (Berry, 2002), are applied to underscore the significance of fostering long-term relationships with customers to enhance loyalty and satisfaction. By considering how responses to eWOM can contribute to relationship-building efforts, this theory provides valuable insights for restaurant managers seeking to cultivate positive customer connections.

Lastly, the service recovery paradigm (Gronroos, 1988), is employed to guide the analysis of how restaurant representatives address customer complaints or dissatisfaction effectively through responses to online reviews. This paradigm emphasizes the importance of restoring trust and satisfaction following service failures, offering strategies for converting negative experiences into positive ones. By triangulating these diverse theoretical perspectives, this research proposes a model that elucidates the motivations and strategies underlying restaurant managers’ responses to customer eWOM.

Research conceptual model

The present study proposes the following conceptual model (see Figure 1) based on social media communication theory (Swani et al., 2017), the GPA communication model (Dillard, 1990), rapport management theory (Spencer-Oatey, 2008), relationship marketing (Berry, 2002) and the service recovery paradigm (Gronroos, 1988) to explain the process of company responses to customer eWOM. The research model proposes that companies follow the GPA communication model to write their response message. This model enhances our understanding of how companies craft responses with clear objectives. The GPA model suggests that message production can be modelled as a sequence involving three components (Miller et al., 1960). The first component is the communication goals. The primary goal that drives the coding of the message is to develop long-term relationships with customers. The secondary goals derived from the primary goal are rapport management and service recovery through which the achievement of primary goals becomes possible. This model helps to identify the strategies used by companies to implement their primary goal and secondary goals and their differences in responses to positive and negative eWOM.

Research methodology

A two-phase multi-method approach was used to address the research questions. More specifically, content analysis followed by interviews were used to enhance the validity and depth of the findings, providing a holistic understanding of the phenomenon (Alejandro and Zhao, 2023). The conceptual framework derived from the secondary online data analysis served as a foundation for structuring the interview guide and interpreting the qualitative data collected.

Phase 1: Content analysis

This study has adopted a Netnography approach (Kozinets, 1998a), a qualitative methodology designed to analyze online interactions and consumer behavior. It involves the systematic and immersive analysis of online interactions and communications, aiming to understand the behaviors, experiences, and social dynamics of individuals within virtual environments. The present research used a combination of deductive and inductive content analyses to investigate restaurants’ responses to eWOM. As there is limited research regarding how restaurants respond to customers’ eWOM, this study developed a codebook by adapting response strategies from the hotel industry. A deductive-inductive approach was employed to construct and refine the coding framework. Initially, a deductive method was applied, utilizing established categories from hotel response literature (Bonfanti et al., 2016; De Ascaniis et al., 2015; Sparks and Bradley, 2017) to analyze restaurant managers’ strategies. However, as the analysis progressed, inductive coding was used to capture unique response patterns specific to restaurants. This iterative approach ensured that the final codebook reflected both existing theoretical insights and new industry-specific nuances, allowing for a more comprehensive understanding of restaurant managers’ communication strategies in response to eWOM (Chen et al., 2019; Ho, 2017a).

Data collection process

In order to facilitate online data collection, two web crawlers were developed by a software developer to retrieve customer eWOM and corresponding responses from the Zomato website. Zomato is considered as a credible source of data due to its extensive user base and comprehensive database of restaurant reviews, ratings, and detailed information, which are regularly updated and verified to ensure accuracy and reliability. The dataset included eWOM and responses from restaurants located in the UAE. Additionally, information related to management responses and restaurant attributes was collected to form a database. Of the 14,000 eWOM reviews and responses, 1,000 (7%) were randomly selected to ensure methodological feasibility, data saturation, and qualitative rigor (Braun and Clarke, 2019). This approach, given the time-intensive nature of content analysis, enabled in-depth insights without redundancy, aligning with established qualitative research practices (Sandelowski, 1999).

The researcher reviewed eWOM feedback to categorize the reviews as positive, negative, or mixed. A review was coded as ‘negative’ if only negative statements or incidents were mentioned, referenced, or featured in the review. Conversely, a review was coded as ‘positive’ if only positive statements or incidents were mentioned. Additionally, reviews with both negative and positive statements/incidents were coded as ‘mixed’. Reviews in languages other than English or that were incomplete or nonsensical were deleted. After removing faulty reviews, 941 eWOM and respective responses remained, including 108 negative, 563 positive, and 270 mixed reviews. As the objective of the research was to identify why and how restaurant managers respond to positive and negative eWOM, only the positive or negative eWOM and respective managers’ responses (671) were used in the content analysis.

Coding scheme development for responses

This study used both deductive and inductive approaches to analyze management responses. A coding book, based on a systematic review of hotel industry literature, guided the analysis of restaurant managers’ eWOM responses. Additional themes emerged, requiring the researcher to alternate between deductive and inductive coding. Operational definitions and categories were finalized before coding, with definitions of positive, negative, and mixed eWOM clarified. Two coders (the researcher and an independent coder) reviewed eWOM and responses using the codebook. After coding, inter-rater reliability was calculated (Bradley et al., 2007) to validate the process (Krippendorff, 2004).

Phase 2: Exploratory in-depth interviews

The second phase of the research employed in-depth, semi-structured interviews, averaging 35–40 min per interview. This phase aimed to validate the research model developed in Phase 1 and gain deeper insights into restaurant managers’ eWOM response strategies. The interview questions were designed to assess whether restaurant managers’ perspectives aligned with the themes identified in the content analysis in the first phase, ensuring a triangulated and robust understanding of eWOM management.

To ensure participant accessibility, interviews were conducted in both face-to-face (F2F) and Skype formats. Data collection spanned 6 months and involved interviews with 11 restaurant managers, selected through purposive sampling to ensure relevant experience in managing eWOM. Selection criteria included active engagement on online review platforms and the ability to provide detailed insights into managerial responses. The sample size was determined using the concept of saturation, with data collection continuing until no new themes or insights emerged (Krippendorff, 2004). The respondent group includes a balanced representation of men and women—six male and five female participants. In terms of professional roles, the majority are Marketing Managers (9 of 11), while the remaining two are Restaurant Managers. Regarding education, most hold a Bachelor’s degree (7 participants), while a smaller group has a Master’s degree (4 participants).

The interview protocol consisted of nine open-ended questions, designed based on the literature review and aligned with the findings of the first phase to facilitate in-depth discussions on eWOM management. Interviews were conducted both face-to-face and online (via Skype), with virtual sessions proving equally effective in capturing real-time interaction and non-verbal cues (Lo Iacono et al., 2016).

Data were transcribed and analyzed using Braun and Clarke’s (2019) six-step thematic analysis framework, ensuring methodological rigor. Noble and Smith (2015) suggest that the validity of qualitative analysis should be addressed throughout the research process. To ensure data reliability and validity, several procedures were implemented. Interview protocols were carefully developed to ensure consistency and standardization across interviews (Henry, 2011). Efforts were made to establish rapport with participants and create a conducive environment for open, honest communication (Noble and Smith, 2015). Member checking was conducted, allowing participants to review and validate the accuracy of their responses, enhancing the credibility of the data (Erdmann and Potthoff, 2023). Table 1 lists the questions asked from participants.

Table 1.

Interview questions adopted from relevant literature.

Question	Source(s)
Why do you think it is important to respond to customers’ eWOM? (Probe: Positive, negative)	Sparks et al. (2016)
How are your responses to positive and negative eWOM different? How are they similar?	Developed for this research
Do you think your responses have long-term impacts on the customers?	Lee and Song (2010b)
In your view, how do company responses affect customers’ relationships with the company?	Sparks and Bradley (2017)
How do you articulate your response to a negative review?	Sparks and Bradley (2017)
How do you articulate your response to a positive review?
In your opinion, how can we answer to a negative review without hurting the reviewer’s feeling?	Lee and Song (2010b)
If you read a review and believe that the reviewer’s claims are wrong, how do you respond?	Lee and Song (2010b)
In response, how do you encourage customers to stay connected with the restaurant?	Developed for this research
What strategies do you use in response to a positive review?	Developed for this research

We used thematic analysis for this study, a widely applied approach in qualitative research for identifying patterns, categories, and themes (Hennink et al., 2020). Since Phase 2 aimed to verify the conceptual model developed from the literature review in Phase 1, a codebook was created based on the model to guide the process. However, the researcher remained flexible to accommodate new themes that emerged inductively (Saldana, 2013). The rigorous data collection and analysis processes in Phase 2 ensured the reliability, validity, and robustness of the findings. The analysis provided a comprehensive understanding of restaurant managers’ response strategies to online reviews, highlighting the importance of rapport building, service recovery, and leveraging marketing opportunities.

Results: Phase 1

Rapport-building strategies

The content analysis in Phase 1 revealed that restaurant managers employ various strategies to build rapport with customers through responses to eWOM. A section of company responses was classified under rapport management when the communicative goal was to foster stronger customer relationships (Fatima et al., 2020). The analysis identified that managers frequently expressed gratitude, acknowledged feedback, and engaged in personalized interactions to enhance rapport.

Findings also suggested that restaurant managers use two primary categories of rapport-building strategies: those addressing customers’ face needs and those managing sociality rights (Spencer-Oatey, 2008). Face needs refer to an individual’s desire for respect and validation, which managers fulfill by appreciating customer reviews and affirming their value. Sociality rights relate to the norms of interpersonal interaction, such as shared interests and expressions of empathy (Gremler and Gwinner, 2008). The study found that managers used greeting messages, personal acknowledgments, and positive affirmations to strengthen rapport with customers.

Marketing-related strategies

The results also indicate that restaurant managers strategically leverage eWOM responses as a form of marketing. Several marketing-oriented strategies were identified, including cross-selling, highlighting the restaurant’s merits, encouraging further interactions with customers, and reinforcing positive aspects of customer reviews. By engaging in these strategies, managers not only responded to customer feedback but also positioned their restaurants as appealing choices for future visits.

Service recovery strategies

In responses to negative eWOM, managers employed service recovery strategies to mitigate dissatisfaction and rebuild customer trust. The analysis showed that effective service recovery involved several key approaches: apologizing, assuring customers that their concerns were addressed, avoiding recurrence of reported issues, offering compensations, and directly contacting dissatisfied customers. Table 2 summarizes the strategies used by restaurant managers to respond to customers’ eWOM that emerged from this study’s data analysis.

Table 2.

Strategies used by restaurant managers in responses.

Goals	Sub-goals	Strategies
Rapport building	Face needs (Spencer-Oatey, 2008)	• Acknowledge the importance of customers’ reviews• Express gratitude for the visit and the review• Inform the concerned section or person
	Social rights and obligations (Spencer-Oatey, 2008)	• Express feeling after reading eWOM• Iterate the importance of reviews• Greeting• Signature line
Marketing related	Relationship marketing	• Cross-selling/Upselling• Inviting to return• Highlighting the restaurant’s merit• Iterating positive points in the review
Service recovery	Accommodative (Lee and Song, 2010a)	• Apologising• Avoid repeating the problem• Contact the customers• Compensations• Explanations

Revised research conceptual model

The initial research model proposed that restaurant managers primarily responded to eWOM with the long-term goal of maintaining relationships with customers. However, after conducting an exploratory content analysis of 671 restaurant managers’ responses, the model was refined to reflect additional managerial behaviors. The revised model (Figure 2) suggests that defensive recovery strategies are less commonly employed, while marketing-oriented responses emerged as a distinct category of managerial engagement with eWOM.

Results: Phase 2

To validate the revised model, Phase 2 involved interviews with restaurant managers to assess the consistency of findings with real-world managerial practices. Interview participants confirmed that they follow a structured approach when responding to eWOM, typically beginning with greetings, expressions of gratitude, acknowledgment of review importance, empathetic responses, invitations for future visits, and personalized closing messages.

Participants emphasized that eWOM engagement is not solely about customer service but also serves as an opportunity to build brand loyalty and encourage repeat visits. For instance, Participant 5 stated: “Responding to eWOM builds relationships with our customers. If we reply, we encourage them to the next level of relationships.”

Similarly, service recovery strategies were consistently mentioned by participants as critical in handling negative eWOM. Participant 9 described how they manage complaints: “When a customer complaints, we make sure to apologize and express our regret. If we feel that the customer is right, we also offer them a discount for their next dining experience.”

Participants highlighted that eWOM engagement is not only about addressing customer feedback but also serves as a strategic marketing tool. For instance, Participant 3 explained how they integrate cross-selling into their responses: “When a customer praises a dish, we suggest other items they might enjoy. For example, if they love our pasta, we may recommend wines that pair well with it.”

These findings reinforce the study’s revised conceptual model, confirming that restaurant managers prioritize a combination of rapport-building, service recovery, and marketing strategies in their responses to eWOM. Table 3 presents the findings from the in-depth interview analysis with restaurant managers.

Table 3.

Results of in-depth interviews analysis—managers’ response strategies.

Thematic analysis
Theme 1: Rapport building	• Express feeling after reading• Iterate the importance of reviews• Greeting• Signature line• Acknowledge the importance of the customer reviews• Express gratitude for the visit and the review• Informing the concerned section/person
Theme 2: Service recovery	• Apology• Already fixed the problem• Ask for more information• Avoid repeating the problem• Contact the customer• Compensation• Explanation• Will take an action• Accommodative
Theme 3: Marketing activities	• Cross-selling• Up-selling

Differences in responses to positive and negative eWOM

The findings indicate that rapport-building strategies are employed in responses to both positive and negative eWOM, with a higher frequency in responses to positive reviews. For the 563 positive eWOM entries, 1,780 rapport-building strategies were utilized (e.g., acknowledging reviews, expressing gratitude, extending greetings, informing relevant sections, and including a signature line), resulting in an average of 3.17 strategies per response. In contrast, the 108 negative eWOM entries incorporated 288 rapport-building strategies, with an average of 2.85 strategies per response (see Table 4).

Table 4.

Summary of the results of responses to positive and negative eWOM.

Response strategy	Valence	Count	Avg per response
Number of rapport-building strategies	Positive	1,786	3.17
Number of rapport-building strategies	Negative	288	2.85
Number of responses to manage sociality and obligations	Positive	1,108	1.96
Number of responses to manage sociality and obligations	Negative	201	1.86
Number of strategies used to manage customers’ face	Positive	678	1.2
Number of strategies used to manage customers’ face	Negative	87	0.8
Number of marketing strategies used	Positive	726	1.28
Number of marketing strategies used	Negative	90	0.83

In terms of marketing activities, responses to positive eWOM featured 726 strategies (e.g., cross-selling, encouraging additional reviews, inviting customers to return, and highlighting the restaurant’s merits) across 563 reviews, averaging 1.28 strategies per response. For the 108 negative eWOM entries, 90 marketing strategies were applied, averaging 0.83 per response (see Table 4). These results suggest that rapport-building and marketing strategies are more frequently employed in responses to positive eWOM, highlighting the emphasis on fostering customer relationships and promoting engagement through positive feedback.

The results of Phase 1 content analysis suggested that the average usage of rapport-building strategies per each response to positive eWOM is higher than negative eWOM (3.17 vs 2.86 per response, respectively). Likewise, the average use of marketing strategies per positive response is higher than negative response (i.e., 1.28 vs 0.83, respectively). The results of the interview analysis in Phase 2 confirm the findings from Phase 1. Respondents indicated that they take responding to positive eWOM very seriously. Participant 2 mentioned, “According to my experience, our happy customers have a higher chance of returning. Therefore, we make sure that we respond to their reviews, thank them, and suggest more options from the menu.” Moreover, Participant 10 stated: “We make sure to respond to all our positive reviews. We take our positives seriously. We thank our customers who write positive reviews for their visit and feedback. We also invite them to return for their next dining experience”.

Research suggests that investing in responding to positive eWOM will yield greater long-term benefits, as it can lead to an increase in return customers and enhance the business’s online reputation (Lopes et al., 2023b; Shiau and Luo, 2012). By actively engaging with satisfied customers and acknowledging their positive feedback, businesses can foster customer loyalty and encourage repeat business, while also building a strong, favourable online presence that attracts new customers (Petak, 2023).

Discussion

The findings of this study provide critical insights into how restaurant managers strategically engage with eWOM to enhance customer relationships, market their establishments, and recover from service failures. This discussion integrates existing literature with the results to explore the implications of the identified rapport-building, marketing-related, and service recovery strategies.

Rapport-building strategies and customer engagement

The results demonstrate that restaurant managers actively employ rapport-building strategies to foster stronger customer relationships. Acknowledging customer feedback, expressing gratitude, and using personalized interactions were frequently observed approaches, aligning with previous research that highlights the role of customer acknowledgment in increasing satisfaction and engagement (Fatima et al., 2020). These strategies reflect the broader concept of rapport management, which aims to enhance interpersonal connections between businesses and customers (Singh and Singh, 2024; Spencer-Oatey, 2008).

Moreover, the study identified that rapport-building efforts fall into two distinct categories: addressing customers’ face needs and managing sociality rights. The emphasis on customers’ desire for respect and validation aligns with theories of consumer behavior that stress the importance of recognition in shaping consumer loyalty (Wirtz and Lovelock, 2021). Similarly, the focus on sociality rights, which includes shared interests and empathetic responses, supports the findings of Gremler and Gwinner (2008), who assert that effective rapport-building strengthens brand trust and enhances long-term customer relationships.

Managers prioritize rapport-building more in positive eWOM interactions than in negative ones, aligning with research indicating that businesses invest more effort in reinforcing positive customer experiences to maximize word-of-mouth marketing potential (Lopes et al., 2023b; Shiau and Luo, 2012). Engaging with positive eWOM fosters customer loyalty, attracts new patrons, and enhances a business’s online reputation, further supporting the strategic value of cultivating satisfied customers as brand advocates (Petak, 2023).

Marketing-related strategies

The results confirm that restaurant managers strategically use eWOM responses to reinforce their relationships with customers. The identified strategies, such as cross-selling, highlighting restaurant merits, and inviting customers to return, align with relationship marketing theories that emphasize customer retention as a key driver of profitability (Kotler and Keller, 2022). The study further underscores that positive eWOM responses contained more marketing-oriented strategies (1.28 per response) compared to negative ones (0.83 per response). This finding is consistent with the work of Shiau and Luo (2012), who argue that capitalizing on positive customer experiences through eWOM fosters brand credibility and enhances the likelihood of repeat business.

However, while our findings align with previous literature in emphasizing the promotional potential of positive eWOM, they also highlight a notable divergence. Existing studies on service recovery suggest that managers should focus more on addressing negative eWOM to mitigate reputational risks (Bonfanti et al., 2016). In contrast, our results indicate that managers allocate greater effort to marketing-oriented responses within positive eWOM, suggesting a shift in strategic priorities toward amplifying positive customer experiences rather than solely managing negative feedback. This distinction highlights the evolving role of eWOM management, where businesses increasingly view positive interactions as a valuable marketing tool rather than just a platform for damage control.

Service recovery strategies and customer trust restoration

The study confirms that service recovery strategies play a pivotal role in mitigating dissatisfaction and rebuilding customer trust. The results indicate that managers employ a range of accommodative strategies, including apologizing, assuring customers that their concerns have been addressed, and offering compensations. These findings align with Lee and Song (2010b), who propose that accommodative service recovery efforts significantly influence customer satisfaction and brand loyalty. Interestingly, while defensive recovery strategies were anticipated in the initial research model, the content analysis and interviews suggested that managers rely more on proactive engagement strategies rather than defensive tactics. This finding supports previous studies that highlight the importance of proactive service recovery in maintaining long-term customer relationships (Van Noort and Willemsen, 2012).

Theoretical implications

This study advances the theoretical understanding of restaurant responses to eWOM by shifting the focus from individual eWOM components (Bonfanti et al., 2016; Sparks and Bradley, 2017) to the broader business objectives that shape these responses. While maintaining long-term customer relationships remains the primary objective, our findings reveal three key secondary goals: rapport-building, service recovery, and marketing (Kotler and Keller, 2022). Importantly, responses to positive eWOM—an aspect often underexamined in previous research—prove to be instrumental in building rapport and encouraging customer loyalty (Ho, 2017b; Spencer-Oatey, 2008).

By addressing these gaps, this study demonstrates that rapport-building and marketing strategies are more prevalent in responses to positive eWOM than negative ones (Chen et al., 2019; Feng and Ren, 2019). Additionally, our findings introduce cross-selling as a novel communicative goal in eWOM management, revealing a preference for accommodative strategies over defensive responses. Furthermore, marketing-oriented eWOM responses emerge as a previously underexamined but strategically important function (Jacobson et al., 2020; Kapoor et al., 2018).

To further contribute to this understanding, we have proposed a model for crafting effective eWOM responses, validated through content analysis and in-depth interviews with 11 restaurant managers. This model offers a structured framework for businesses to strategically engage in online interactions.

Managerial implications

This study provides valuable managerial insights for the hospitality industry, emphasizing the strategic role of eWOM management in building long-term customer relationships. Rather than merely addressing immediate concerns, managers should use responses to foster lasting connections. Accommodative strategies—such as apologies and proactive solutions—enhance rapport and customer loyalty (Gremler and Gwinner, 2008). While much attention has been given to negative eWOM, this study highlights the importance of engaging with positive eWOM. Responding to satisfied customers reinforces loyalty and boosts brand visibility, SEO, and targeted marketing like cross-selling (Lopes et al., 2023b). It also underscores the need for staff training in eWOM responses to ensure online interactions match the professionalism of in-person service (Bonfanti et al., 2016).

The findings also offer insights for software developers and AI engineers in designing systems that go beyond automation to create more engaging, personalized eWOM experiences (Baltezarević and Kwiatek, 2024). Artificial Intelligence (AI) is transforming customer service by enhancing eWOM management. AI-driven systems, such as chatbots and virtual assistants, enable prompt and effective responses, improving engagement and satisfaction (Baltezarević and Kwiatek, 2024). By integrating rapport-building, service recovery, and cross-selling strategies, AI response systems can deliver more effective, customer-centric interactions that improve satisfaction and foster loyalty.

Our research is especially relevant to small and independent restaurants, which often lack the resources to manage eWOM effectively. Unlike large chains with dedicated marketing teams, small businesses rely heavily on reviews and online engagement to build reputation and attract customers. Our findings offer practical guidance to help these businesses improve customer engagement and retention.

Limitations of the research and directions for future research

This study has limitations suggesting future research directions. The UAE-only data limits generalizability, calling for diverse geographic samples. The qualitative method and single-industry focus restrict broader applicability. Future studies should explore response strategies in other sectors and compare responses on different sites. Larger interview samples are needed to capture comprehensive perspectives, and primary data from experiments or surveys would enhance accuracy and completeness. The findings indicating that restaurant managers tend to employ accommodative responses rather than defensive ones raise intriguing questions about the underlying reasons for this tendency, suggesting a fertile ground for further inquiry. Finally, additional research is needed to explore methods for quantitatively measuring the impact of review management, advancing our understanding of its effectiveness in influencing customer perceptions and behaviors.

Conclusion

This study highlights how restaurant managers strategically engage with eWOM to strengthen customer relationships, enhance marketing efforts, and manage service recovery. Findings reveal a greater emphasis on rapport-building and marketing in responses to positive reviews. By integrating communication and marketing frameworks, this research advances theoretical understanding while providing practical guidance for optimizing digital interactions. Emphasizing both positive and negative eWOM management, the study reinforces its role in fostering customer loyalty. Future research should explore these strategies across industries and cultural contexts to refine best practices in eWOM management.

Footnotes

Acknowledgements

This research is the result of our collective efforts and reflects the originality of our joint contributions. We confirm that this work is entirely original, has not been published elsewhere, and is not under consideration by any other journal. The study represents a unique investigation into “Mastering the Digital Dialogue: How Restaurant Managers Tackle Positive and Negative eWOM in the UAE Restaurant Industry.”, offering new insights and contributing to the existing body of knowledge.

Declaration of conflicting interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

ORCID iD

Vahideh Baradaran-Rafiee

Author biographies

Dr. Vahideh Baradaran is a Professor of Marketing at University Canada West in Vancouver, Canada. She is an accomplished researcher specializing in international marketing, consumer behavior, brand activism, sustainable consumption, and the integration of artificial intelligence in marketing. Her work advances understanding of cultural influences on consumer decision-making, customer evaluations of AI-powered service interactions, and the dynamics of brand trust and loyalty in global markets. She has published widely in reputable marketing and business journals and has presented her research at numerous international conferences on marketing, consumer culture, and sustainable food systems.

Dr. Munyaradzi Nyadzayo is an Associate Professor of Marketing at the University of Wollongong in Dubai, UAE. He is an accomplished researcher specializing in business-to-business (B2B) marketing, branding, relationship marketing, and emerging markets. His work advances understanding of organizational behavior, digital transformation, and customer relationship dynamics, with a particular focus on the role of digital media in shaping brand perceptions. He has published widely in leading marketing journals, including Industrial Marketing Management, European Journal of Marketing, Journal of Business Research, Journal of Business & Industrial Marketing, Journal of Marketing Management, Journal of Strategic Marketing, Journal of Services Marketing, Marketing Intelligence & Planning, and Journal of Retailing and Consumer Services, among others.

Boštjan Gomišček is a Professor of Quality Management with extensive experience across various roles in academia, spanning institutions such as DoctorateHub (Malta), HBMSU (UAE), University of Wollongong in Dubai (UAE), and University of Maribor (Slovenia).Professor Gomišček has been involved in initiating, coordinating, and collaborating on numerous national and international interdisciplinary research projects. These projects encompass diverse fields including Quality Management, Sustainability, Healthcare, Maintenance Management, Organizational Development, Business Excellence, and Environmental Sciences. He has presented research findings at numerous conferences and co-authored textbooks, in addition to publishing in esteemed journals such as JClP, IJPR, TQM&BE, Sustainability, IJQSS, JCN, AE, JAE, and JAC.

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