Service worker role in encouraging customer organizational citizenship behaviors

Bove, Liliana L.; Pervan, Simon J; Beatty, Sharon E.; Shiu, Edward

doi:10.1016/j.jbusres.2008.07.003

Cited by 395 publications

(409 citation statements)

References 67 publications

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“…The customer participation behaviour belongs to the required behaviour which is necessary for a successful value co-creation. The customer citizenship behaviour is voluntary behaviour that provides an extraordinary value to the firm but is not necessarily required for the value co-creation (Groth, 2005;Bove, Pervan, Beatty & Shiu, 2008;Yi, Nataraajan & Gong, 2011). The empirical results show that in-role and extra-role behaviours follow different patterns and have different antecedents and consequences (Groth, 2005;Yi, Nataraajan & Gong, 2011).…”

Section: Value Co-creation and Consumer Behaviourmentioning

confidence: 91%

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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: Value Co-creation and Consumer Behaviourmentioning

confidence: 91%

“…Previous authors used a multidimensional approach to explore the components of the customer value co-creation behaviour (Groth, 2005;Bove, Pervan, Beatty & Shiu, 2008). Besides, other researchers apply a one-dimensional approach and use single-or multipleitem measures (Dellande, 2004;Fang, 2008).…”

Section: Value Co-creation and Consumer Behaviourmentioning

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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“…CCBs are pro-social actions performed by customers beyond the ones they would typically perform in an exchange relationship and favour the employee's welfare (Yi et al, 2011;Bove et al, 2009). Prior research has identified various customer-based and employeerelated determinants of CCBs (Bove et al, 2009;Zimmermann et al, 2011), but the extent to which they can be generated from exchange-specific outcomes, such as encounter satisfaction during a deviant exchange, has yet to be investigated.…”

Section: R2: Customer's Positive Affective State Is Expected To Have mentioning

confidence: 99%

Achieving favourable customer outcomes through employee deviance

Boukis

2016

The Service Industries Journal

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This study advances current knowledge by examining how employee deviance and customer participation during a single employee-customer exchange generate favourable customer responses. This work bridges the employee deviance stream with the service encounter literature and illustrates the importance of equity theory in deviant service exchanges between customers and employees. Moreover, results add to the ongoing debate on service nepotism by canvassing the consequences from the customer's active participation in deviant exchanges which appears to enhance customer perceptions of the exchange. A 3x2 betweensubjects experimental design was adopted which manipulates three types of pro-customer deviance along with customer's participation (or not) to the exchange. The dependent variables capture three types of perceived customer justice (cognitive outcomes) and customer's affective state (affective outcome). Findings illustrate that customers approve employees' deviance for their own benefit while also indicate favourable outcomes from deviant exchanges with employees such as higher perceived justice and a more positive affective state. The article concludes with a discussion of the theoretical and managerial implications, limitations and research directions that emerge from this study.

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“…Thus, they are interested in the welfare of the organization and are willing to reciprocate efforts (i.e., citizenship behaviors) with respect to past benefits received (Bettencourt, 1997). Empirical evidence of previous research also supported that commitment leads to CCB (Bartikowski & Walsh, 2011;Bettencourt, 1997;Bove et al, 2009;Curth, Uhrich, & Benkenstein, 2014;Gruen, Summers, & Acito, 2000;Yi & Gong, 2008). Accordingly, we proposed the following hypotheses to examine the relationships between customer commitment and the four dimensions of CCB.…”

Section: Customer Commitmentmentioning

confidence: 89%

“…Groth (2005) initially proposed the concept of customer citizenship behavior (CCB) and defined CCB as "voluntary and discretionary behaviors that are not required for the successful production and/or delivery of the service but that, in the aggregate, help the service organization overall" (p. 11). These actions constitute extra-role behavior, consisting of positive, voluntary, helpful, and constructive behaviors toward other customers and the firm (Bove, Pervan, Beatty, & Shiu, 2009). Consequently, it may lead to a more friendly service environment and better service quality because a customer exhibiting citizenship behavior may encourage other clients to display citizenship behaviors, starting a chain of voluntary actions.…”

Section: Introductionmentioning

confidence: 99%

Untitled

2015

JPES

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Abstract:Customer citizenship behavior is a kind of customers' spontaneous behaviors that are not necessary for successful delivery of services, but nonetheless assists the services of the organization. Organizations may, therefore, benefit from different kinds of customer citizenship behaviors (i.e., feedback, advocacy, helping, and tolerance) during the service delivery process. To understand customer citizenship behavior in the context of the fitness center, the purpose of this study was to examine the influences of satisfaction and commitment on customer citizenship behavior. The results revealed that customer satisfaction positively led to customer citizenship behaviors of feedback, advocacy, helping but showed insignificant influence on tolerance. Moreover, customer commitment also had a positive influence on all customer citizenship behaviors. Lastly, customer satisfaction was positively related to customer commitment. The findings of the current study contribute to the field's understanding of customer's role during the service process in fitness centers and provide insightful implications for fitness center managers.

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Service worker role in encouraging customer organizational citizenship behaviors

Cited by 395 publications

References 67 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?

Achieving favourable customer outcomes through employee deviance

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