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Purpose – Coproduction, as one component of cocreation of value, offers many benefits to customers and management, but also requires customers to invest a considerable amount of effort and time. The purpose of this paper is to investigate the coproduction paradox of benefits and costs. Design/methodology/approach – One experimental study and two cross-sectional field studies across three service industries test the nonlinear relationship between level of coproduction and customer loyalty. Findings – Results show not only the optimum level but also the negative effects of increasing levels of coproduction on customer loyalty and, in turn, monetary expenditures. The negative effect can be partially offset by perceived process enjoyment (PE), such that consumers who enjoy the process exhibit increased loyalty after the optimum coproduction point. Customer self-efficacy (SE), however, further strengthens the inverted u-shaped relationship. Research limitations/implications – Further research should try to replicate the findings in more complex and less hedonic service settings (e.g. financial investments) because both PE and SE might be even more powerful here. Practical implications – Service managers need to determine the optimal degree to which customers want to engage in the creation of services and avoid overburdening them. Management should further explore opportunities to elicit feelings of fun and enjoyment through coproduction. Originality/value – Research usually highlights the potential benefits of coproduction for customers and companies and suggests a positive linear relationship between coproduction and success outcomes. This article instead shows that after an optimum level, the marginal benefits of coproduction for customer loyalty turn negative.

Finding and keeping qualified workers is an evident problem in the hospitality industry in many parts of the Alpine region. Job satisfaction is, therefore, becoming increasingly important for sustainable development of the labor market and in further consequence regions and destinations. Hence, this study aims to examine factors influencing job satisfaction to gain a better understanding. A total of 345 employees were surveyed on aspects of job satisfaction using an online questionnaire. Data analyses show that a positive relationship with the supervisor, adherence to the duty roster, and personal development opportunities are the most important factors for job satisfaction. In contrast, remuneration, task portfolio, working atmosphere, and the infrastructure provided were less important drivers. The findings highlight important areas and directions for further investigation of job satisfaction. For practitioners, the study offers valuable insights into the sustainable and effective promotion of employee job satisfaction.

Although it is widely acknowledged that mass customization (MC) increases both company and customer value, the research has neglected the possible effects of different MC toolkits on customer responses. In this study, we investigate the influence of different MC toolkits on customers' process enjoyment by manipulating the extent to which those toolkits allow customers to customize a product's functional attributes (functional MC toolkits), aesthetic attributes (aesthetic MC toolkits), or both (supreme toolkits). In addition, we examine the moderating effect of customers' ability to customize. The results of two experimental studies show that regardless of their ability to customize, customers' process enjoyment is higher with an aesthetic MC toolkit than with a functional MC toolkit. For customers with a high ability to customize, process enjoyment with a supreme toolkit is higher than process enjoyment with an aesthetic toolkit, whereas no differences exist for customers with a low ability to customize. This research contributes significantly to the existing literature on mass customization and provides managers with insights on how to more effectively develop and implement MC toolkits. Copyright © 2015 John Wiley & Sons, Ltd.