No abstract

No abstract

Purpose-The purpose of this paper is to develop and empirically evaluate an adoption model for technology-based services (TBS) that integrates a customer's willingness to co-create (WCC) as mediator complementing the well-known individual differences and innovation characteristics in predicting customer adoption of TBS. Design/methodology/approach-The manuscript uses structural equation modeling to analyze survey data from two empirical studies (n ¼ 781 and n ¼ 181). Findings-The empirical results show that WCC represents a key mediator between established antecedent predictors (innovation characteristics and individual differences) and the likelihood of TBS adoption. Additionally, the analysis reveals that WCC can even better explain and predict adoption intention of TBS than the commonly used individual differences and innovation characteristics. Finally, the results also suggest that a lack of customers' WCC may help to explain persuasion-decision discrepancies within TBS adoption. Research limitations/implications-As the data of this manuscript pertains to the mobile apps market, future research might test the modified technology adoption model in other TBS contexts as well. While the studies used cross-sectional data, it would be interesting to assess the differential influence of WCC across the stages in the adoption process using longitudinal data. Practical implications-The findings on WCC provide managers with a new set of factors (apart from known antecedent predictors like individual differences and innovation characteristics) to optimize TBS adoption. Originality/value-This manuscript is the first to examine an adoption model for TBS that integrates a customer's WCC. Furthermore, the findings provide first empirical evidence that WCC can help to explain persuasion-decision discrepancies within TBS adoption.

Customer co-creation is a phenomenon, whose relevance for innovative technology-based services (TBS) has been acknowledged both by scientific and management practice. However, empirical research on this topic is scarce. Above all others, the lack of a good metric for this construct to establish a common ground for empirical research has hampered progress to date. Thus, the purpose of this paper is to develop and test a construct measuring the willingness of a customer to engage in co-creation (hereafer, WCC) of innovative, TBS. This article provides a thorough literature review on customer co-creation, proposes a scale to measure the willingness to co-create (WCC) innovative, TBS and reports the results of a validation process using expert judges, an exploratory and confirmatory factor analysis. The results of our studies show that the scale has good psychometric properties and that its relationships with other constructs and consumer adoption behaviour conform to theoretical expectations.

Recruiting high potentials is the foundation for creating knowledge, innovation and competitive advantages. Unfortunately, many companies face the problem of having a hard time recruiting high potentials in a tightening labor market. To secure future innovation, growth and competitiveness companies must be attractive for potential employees. Within this respect, past research suggests that innovative companies might be at an advantage as they appear more attractive to employees in general and to those with an innovative personality in specific. Hence, HR communication might use an organization's innovativeness within employer branding to attract high potentials. However, current literature falls short to provide empirical evidence on whether and how the communication of organizational innovativeness affects employer attractiveness and especially attracts innovative employees. The results of our scenario‐based experiment (n = 322) show that organizations with an innovative product portfolio and a strong innovation culture appear more attractive to potential employees. These effects turned out to be even stronger for employees which are highly innovative as they care a great deal about the organizational innovativeness of the company they work for. Thus, our findings suggest that communicating organizational innovativeness within employer branding is an effective measure not only to improve employer perceptions in general, but also to attract innovative employees.