A multilevel analysis of customer engagement, its antecedents, and the effects on service innovation

Chen, Ja‐Shen; Weng, Hua-Hung; Huang, Chio-Lun

doi:10.1080/14783363.2016.1203249

Cited by 33 publications

(24 citation statements)

References 50 publications

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“…Our finding that SIA innovations evolve from joined actions of a network of actors in a service ecosystem is also consistent with extant research (Lusch and Nambisan, 2015;Zhang et al, 2015) and confirms its importance for sustained innovation. Customer engagement, in particular, has gained considerable attention among practitioners and in the academic community (Brodie et al, 2011(Brodie et al, , 2016Hollebeek et al, 2014Hollebeek et al, , 2016 and has been emphasized many times as a success driver of service innovation (Chen et al, 2016). Interestingly, we noted that SIA had a long history of involving customers (e.g.…”

Section: Theoretical Implicationsmentioning

confidence: 84%

“…Scholars have argued that 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 Our findings that SIA innovations evolve from joined actions of a network of actors in a service ecosystem is also consistent with extant research (e.g., Lusch and Nambisan 2015; Zhang et al 2015) and confirms its importance for sustained innovation. Customer engagement in particular has gained considerable attention among practitioners and in the academic community (Brodie et al 2011(Brodie et al , 2016Hollebeek et al 2014Hollebeek et al , 2016 and has been emphasized many times as a success driver of service innovation (e.g., Chen et al 2016). …”

Section: Theoretical Implicationsmentioning

confidence: 99%

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How do innovators stay innovative? A longitudinal case analysis

Tuzovic

Wirtz

Heracleous

2018

JSM

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A note on versions:The version presented here may differ from the published version or, version of record, if you wish to cite this item you are advised to consult the publisher's version. Please see the 'permanent WRAP URL' above for details on accessing the published version and note that access may require a subscription. Design/Methodology/Approach -The paper uses a longitudinal case study approach to gain an understanding of what and how Singapore Airlines (SIA) sustained service innovation for over 30 years. The study uses triangulation, whereby the core data from in-depth interviews with senior and middle management, and frontline employees were complemented with academic research, case studies, annual reports, observations, and archival documents. 240 single-spaced pages of interview transcripts with over 130,000 words were analyzed and coded using MAXQDA for identifying repeated patterns of meaning.Findings -We identified three key institutional foundations for service innovation: (1) innovation climate (i.e., leadership and service culture), (2) human capital (i.e., recruitment, training and development, and engagement and incentives), and (3) resource configurations (i.e., systems, structure, and processes). These foundations enabled the organization to build the following four service innovation-related dynamic capabilities: (1) embrace ambidexterity, (2) institutionalize learning and knowledge integration, (3) orchestrate collaboration, and (4) reinvent customer value. Interestingly, these institutional foundations and capabilities remained largely stable across 30 years; what changed were the contexts and specifics, not the foundations and capabilities.Research Limitations and Implications -Data were collected only from one company. Due to the method of thematic analysis the generalizability of our findings needs further

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Section: Theoretical Implicationsmentioning

confidence: 84%

Section: Theoretical Implicationsmentioning

confidence: 99%

How do innovators stay innovative? A longitudinal case analysis

Tuzovic

Wirtz

Heracleous

2018

JSM

View full text Add to dashboard Cite

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“…Owing to these features, most of operations and marketing strategies recently are proposed to focus on how to improve the gamers engagement to specific game activities in the online game field. Although customer engagement is rarely studied in the game field, it has attracted the attentions of many marketing scholars, who had pointed out that it can enhance firm performance, create value and bring competitive advantage for the company [1], [13], [56]. Therefore, we attempt to introduce customer engagement into the MOBA game field to explore how to improve customer engagement in game playing.…”

Section: Introductionmentioning

confidence: 99%

How to Improve Customer Engagement: A Comparison of Playing Games on Personal Computers and on Mobile Phones

Kang

Guo

et al. 2020

J. theor. appl. electron. commer. res.

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The popularity of multiplayer online battle arena games is closely linked to customer engagement. The purpose is to investigate the influences that individual motivators and environmental antecedents have upon customer engagement and continuous playing games intention, and compare the impacts between playing Multiplayer online battle arena games on personal computers and on mobile phones. A Triadic reciprocal determinism framework was developed to explain the relationship among individual motivator (flow experience), environmental antecedents (technical features and social interaction), individual behavior (continuous playing games intention), and customer engagement within multiplayer online battle arena gaming settings. Altogether 531 questionnaires from multiplayer online battle arena players were collected. Structural equation modeling with Smart-partial least squares was used to evaluate the research model. The findings suggest that the influence of flow experience on customer engagement in personal computers gaming is more significant than that in mobile gaming, while the effects of perceived ease of use and offline social interaction on customer engagement in mobile gaming are comparatively higher. This study indicates the importance of flow experience, perceived control, perceived ease of use, and social interaction in the Multiplayer online battle arena gaming development and the prosperity for better customers engaged, and to enhance customer experience.

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“…financial resources, human capital) may act as a restriction on the ability of innovating (Choudrie & Culkin, 2013;Healy, Ledwith, & O'Dwyer, 2014). A tool to enhance this process is the utilization of internal stakeholders such as employees (Schweisfurth & Herstatt, 2016), and potential cooperation with external stakeholders (Brunswicker & Vanhaverbeke, 2015) such as customers (Chen, Weng, & Huang, 2018;Cui & Wu, 2016) and universities (Muscio & Nardone, 2012), The fact that small and medium enterprises (SMEs) are mainly run as family businesses signifies that the entrepreneurs' beliefs, attitudes as well as their response to the introduction of innovations are critically influenced by their own culture, skills, and vision (Avermaete et al, 2004;Bhaskaran, 2006;Capitanio et al, 2009;Werner Schröder, & Chlosta, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…While companies have various stakeholders (Freeman et al, 2010;Ind, Iglesias, & Markovic, 2017), Markovic and Bagherzadeh (2018) rightly point out that most empirical studies focus mainly on customers as the key stakeholders (e.g. Brodie, Hollebeek, Jurić, & Ilić, 2011;Chen, Weng, & Huang, 2018;Hoyer et al, 2010;Kumar & Pansari, 2016;Seiffert-Brockmann, Weitzl, & Henriks, 2018). Furthermore, Kumar and Pansari (2016), assert that it is vital for a company to engage both its customers and the employees.…”

Section: Introductionmentioning

confidence: 99%

Does the stakeholder engagement result in new drinks? Evidence from family owned SMEs

Pantano

Priporas

Viassone

et al. 2020

Journal of Business Research

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This paper aims to explore the role of stakeholder engagement in the link between innovativeness and the final innovation outcome (i.e. innovative products) in the case of SMEs in the beverage sector. Four case studies based on small, family owned Italian producers of alcoholic beverages explore to what extent the concept of radical or incremental innovation might be applied to the context of new drinks and the role of internal stakeholders. In particular, our study reveals the resources and innovativeness patterns that should be fostered in order to generate the desired innovation outcomes in the alcoholic beverage sector, in terms of new drinks. Particularly in the context of SMEs that use local ingredients, local branding and local manufacture, innovation management would benefit from a stronger engagement with stakeholders, which is still underestimated by the current innovation culture.

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A multilevel analysis of customer engagement, its antecedents, and the effects on service innovation

Cited by 33 publications

References 50 publications

How do innovators stay innovative? A longitudinal case analysis

How do innovators stay innovative? A longitudinal case analysis

How to Improve Customer Engagement: A Comparison of Playing Games on Personal Computers and on Mobile Phones

Does the stakeholder engagement result in new drinks? Evidence from family owned SMEs

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