Customer participation and citizenship behavior effects on turnover intention

Revilla‐Camacho, María‐Ángeles; Vega‐Vázquez, Manuela; Cossío-Silva, Francisco José

doi:10.1016/j.jbusres.2015.02.004

Cited by 141 publications

(125 citation statements)

References 47 publications

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“…However, the elements of responsible behaviour and the personal interaction constitute one factor. These results are inconsistent with a previous research (Yi & Gong 2013;Revilla-Camacho, Vega, Vázquez & Cossio-Silva, 2015) because English and Spanish respondents made a distinction between the factors of personal interaction and responsible behaviour. The items of customers' responsible behaviour emerge in interaction between the personnel and customer and they are necessary to produce a successful service expected by customers.…”

Section: Fig 3 -Distribution Of a Social Involvement Factor Source: contrasting

confidence: 99%

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

Ercsey¹

2017

JOC

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According to service dominant logic (SDL), customers are always active participants and collaborative partners in exchanges; therefore we should focus on the elements of consumer behaviour that are connected with the value co-creation. By involving the customers in service production, providers can capture customers' needs and maintain their competitiveness. The cutomers' roles may lead to a higher productivity and competitive quality for companies. Previous researches recognized two types of the customers' co-creation behaviour. First, it is the consumers' participation behaviour. Then, the other one is the consumers' citizenship behaviour. The goal of our study is to examine how the level of involvement influences two kinds of behaviour mentioned. Besides, we explore if respondents' participation behaviour or citizenship behaviour influence the perceived value of service provided. In 2015, for examination of our research questions, we carried out a quantitative research and applied quota sampling to obtain data from two target groups (X and Y generations). The activity and attitude of individuals related to performance of an extra-role in service interaction is less favourable than the required in-role behaviour. According to the results of our survey, the level of involvement influences the customers' mandatory behaviour and volunteer behaviour when working on a co-creation value. Empirically verifiable, the service users' activity in a value creation affects customers' value of the service.

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Section: Fig 3 -Distribution Of a Social Involvement Factor Source: contrasting

confidence: 99%

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

Ercsey¹

2017

JOC

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“…The EFA highlights three factors explaining 74.5% of the variance. Lastly, previous research also supports this elimination (e.g., Revilla-Camacho et al, 2015;Navarro et al, 2016) in various contexts. The factorial structure was similar to that of Yi and Gong's original 2013 scale.…”

Section: Resultssupporting

confidence: 58%

“…Earlier studies have identified customer value in-role behaviour as the source of value creation (Revilla-Camacho et al, 2015) and value perception (Chan et al, 2010;Mustak et al, 2013). As mentioned above S-D logic confirms the dual-dimensionality of co-creation value (Park and Ha, 2016) as being utilitarian and hedonic.…”

Section: The Consequences Of Value Co-recovery In-role Behaviourmentioning

confidence: 59%

“…Earlier literature supports the idea that two value dimensions (utilitarian and hedonic) capture the outcomes of experience (Zhuang et al, 2014) or the outcomes of consumption (Babin et al, cited in Park and Ha, 2016). It should also be noted here that value cocreation in-role behaviour has been identified as being an antecedent of value creation (Chan et al, 2010;Mustak et al, 2013;Revilla-Camacho et al, 2015), an idea that our model takes up as well. The utilitarian value of co-recovery relates to consumers' evaluations of the efficiency and usefulness of a co-recovery, while the hedonic value of co-recovery refers to consumers' evaluations of how socially or emotionally meaningful the co-recovery was (Park and Ha, 2016).…”

Section: Conceptual Frameworkmentioning

confidence: 74%

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Does the Co‐Creation of Service Recovery Create Value for Customers? The Underlying Mechanism of Motivation and the Role of Operant Resources

Skourtis

Decaudin

Assiouras

et al. 2018

European Management Review

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This study focuses on the underlying mechanism that leads to co‐recovery behaviour and favourable co‐created value as response to a service failure. It argues that consumers’ ability to integrate their operant resources (e.g., knowledge and skills) to co‐recover from a service failure motivates them to express higher value co‐recovery in‐role behaviour and hence enjoy higher hedonic and utilitarian values. To test this claim, our study investigates the impact of consumers’ ability to co‐recover on value co‐recovery in‐role behaviour by taking into account extrinsic and intrinsic motivation as mediators. The results reveal that extrinsic motivation only partially mediates the relationship between ability to co‐recover and value co‐recovery in‐role behaviour. Furthermore, the outcomes demonstrate that value co‐recovery in‐role behaviour increases utilitarian value but decreases hedonic value.

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“…service quality, the psychological capital and the policies of the organization [10], human resources [11], consumer and organizational behavior [12].…”

Section: Flexibility In Decision Makingmentioning

confidence: 99%

The Correlation between the Degree of Customer Satisfaction and Turnover, an Approach to Managerial Flexibility

Bran

2017

LUMEN Proceedings

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Paying attention to customer satisfaction is a measure that denotes managerial and organizational flexibility. The most valuable feedback on the quality of services or products distributed on the market can be provided by customers. This research has analyzed whether there is a correlation between customer satisfaction and turnover as a result of implementing feed-back received fromclients, an expression of manifestation of managerial flexibility. The conclusion is that the turnover level remains the best indicator of customer satisfaction, and the rapid adaptation of the organization to customer requirements has a positive effect on both sides.

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Customer participation and citizenship behavior effects on turnover intention

Cited by 141 publications

References 47 publications

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

Does the Co‐Creation of Service Recovery Create Value for Customers? The Underlying Mechanism of Motivation and the Role of Operant Resources

The Correlation between the Degree of Customer Satisfaction and Turnover, an Approach to Managerial Flexibility

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