A concept garnering increased attention by tourism and hospitality researchers, and industry practitioners is customer citizenship behaviour (CCB). Customers, guests, and tourists can often be considered “partial employees” in many service-related businesses such as hotels and group packaged tours (Bove, Pervan, Beatty, & Shiu, 2009; Liu & Tsaur, 2014). They co-create and participate in both the production and consumption of services, and provide feedback on the firm’s activities through their direct involvement in the service encounter before departure (Vargo & Lusch, 2004). As transient employees, customers can provide extra-role behaviours such as assisting other customers or suggesting areas for service improvements, which are voluntary and helpful behaviours offered to the organization but are not required for core service delivery (Groth, 2005; Lee, Law, & Murphy, 2011; Mudambi & Schuff, 2010; Namasivayam, 2003; Schuckert, Liu, & Law, 2015; Zhang & Tran, 2010). Customers are motivated by a desire to support service providers by giving feedback and to push for improvements in service quality, as well as supporting existing and/or future consumers and their experiences (Yoo & Gretzel, 2008). Past research shows that CCBs can provide an organization with a potential source of competitive advantage. For example, it can improve organizational performance through enhanced relationships among participants in the service encounter (Rosenbaum & Massiah, 2007; Yi, Nataraajan, & Gong, 2011). Past studies have also identified a significant positive relationship between CCB and perceived service quality (Yi & Gong, 2006). Despite insights from previous research, few studies have examined CCB in a hospitality context. Past studies tend to focus on one specific service encounter between a customer and employee. In hospitality and tourism experiences, an entire service experience typically consists of multiple encounters through different points in time (Bitner, Booms, & Mohr, 1994; Ekinci, Dawes, & Massey, 2008; Liljander & Strandvik, 1995; Weiermair, 2000). For example, a hotel guest may exhibit CCB by providing a front desk staff with a suggestion after check-in. The immediate touch-point of this service encounter is the responsiveness of the employee towards the guest’s suggestion. Other potential touch-points during the entire service delivery may include the guest’s experience in the lobby, the hotel restaurant(s) or other facilities before finally demonstrating gratitude for the guest’s suggestion upon check-out (Paraskevas, 2001; Wu & Liang, 2009).