The effects of relationship maintenance and relationship investment on self-service technology relationship performance

Chang, Hsin Hsin; Fu, Chen; Fang, Po Wen; Cheng, Yu-Cheng

doi:10.1108/itp-08-2014-0171

Cited by 21 publications

(23 citation statements)

References 66 publications

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“…AI service delivery may offer utilitarian (i.e. functional) value by performing secure banking activities (Chang et al , 2016; Hazarika et al , 2019), especially for transaction-oriented tasks such as opening accounts (Jakšič and Marinč, 2019). We theorize that as AI service delivery creates a more efficient customer experience, consumers will need to spend fewer operant resources (skills and knowledge) on navigating the digital channel or app, shifting some of the operant resource expenditure back to the financial institution.…”

Section: Research Model and Hypothesesmentioning

confidence: 99%

“…Within the AIMB platform, customers may choose to interact with a bank employee or with a virtual assistant; this gives the customer control (Gupta et al, 2017), reduces feelings of being overwhelmed by AIMB and allows customers a voice in the value co-creation process (Gustafsson et al, 2012;Adapa et al, 2020). Therefore, relationship building may holistically occur within AIMB settings (Chang et al, 2016). Overall, consumer response to a service innovation, reflected here in their level of comfort using different AIMB service configurations, is based on the following: H8.…”

Section: Relationship Between Current Bank Service Delivery and Perceptions Of Artificial Intelligence Service Deliverymentioning

confidence: 99%

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Enhancing the value co-creation process: artificial intelligence and mobile banking service platforms

Payne

Peltier

Barger

2021

JRIM

127

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Purpose The purpose of this study is to investigate the relationships that influence the value co-creation process and lead to consumer comfort with artificial intelligence (AI) and mobile banking (AIMB) service platforms. Design/methodology/approach A conceptual model was developed to investigate the value-in-use perceptions of AI-based mobile banking applications via five antecedents: baseline perceptions of current bank service delivery; service delivery configuration benefits; general data security; safety perceptions of specific mobile banking services; and perceptions of AI service delivery. Data were collected from 218 respondents and analyzed using structural equation modeling. Findings This study highlights the role and importance of the sequential relationships that impact the assessment of AIMB. The findings suggest that service delivery and the customer’s role in value co-creation change as AI is introduced into a digital self-service technology channel. Furthermore, AIMB offers transaction-oriented (utilitarian) value propositions more so than relationship-oriented (hedonic) value propositions. Research limitations/implications The sample consisted on digital natives. Additional age cohorts are needed. Practical implications As financial institutions redirect their business models toward digital self-service technology channels, the need for customers to feel comfortable while interacting with an AI agent will be critical for enhancing the customer experience and firm performance. Originality/value The authors extend the service-dominant logic (SDL) literature by showing that value co-creation is a function of both firms’ technologies and consumers’ value-in-use, a finding that appears to be unique in the literature. The authors advance the digital transformation literature by evaluating AIMB as an interactive process that requires an understanding of key technology constructs, including perceptions of baseline service relationships, desired service configurations, security and safety issues and whether AI is useful for value co-creation. To the best of the authors’ knowledge, this is the first SDL framework that investigates interactive and structural relationships to explain value-in-use perceptions of AIMB.

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Section: Research Model and Hypothesesmentioning

confidence: 99%

Section: Relationship Between Current Bank Service Delivery and Perceptions Of Artificial Intelligence Service Deliverymentioning

confidence: 99%

Enhancing the value co-creation process: artificial intelligence and mobile banking service platforms

Payne

Peltier

Barger

2021

JRIM

127

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“…While sales personnel (human touchpoints) need to establish relationships with consumers, to share and provide information to retailers and influence consumers' shopping behavior to increase profitability (Ha and Janda, 2011;Lim et al, 2017), digital touchpoints might replace their work, by enhancing the shopping experience (Chang et al, 2016a;Pantano and Gandini, 2017). Furthermore, unpleasant feelings about technology (i.e.…”

Section: Literature Reviewmentioning

confidence: 99%

Digital or human touchpoints? Insights from consumer-facing in-store services

Vannucci

Pantano²

2019

ITP

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Purpose Prior research highlights the extent to which consumers largely appreciate the possibility to choose among different digital touchpoints during the in-store experience, which results in a pervasive introduction of digital touchpoints as the first point of contact between retailers and consumers. However, consumers also give value to the human interactions in the service channels. The previous studies do not conclusively indicate the best balance of digital and human services. The purpose of this paper is to understand consumer-facing in-store services in new technology-enriched retail settings. Design/methodology/approach A qualitative approach involving face-to-face semi structured interviews was applied. To this end, the authors recruited 26 participants in Northern Italy between October and November 2017. Findings Results reveal motivations, preferences and discouraging factors leading consumers’ interactions with digital or human touchpoints. Findings ultimately provide useful guidelines to managers on understanding consumers’ attitudes toward digital vs human touchpoints phenomenon. Originality/value By identifying the key drivers of either digital and human touchpoints selection in offline retail settings, the present study figured out the attributes playing the crucial role in determining consumers’ preference regarding the in-store alternatives. Findings allow a further greater clarification of the practical issues, with emphasis on the new of human–machine integration.

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“…During relationship formation, interactions will be influenced by various mutual adaptations (Hagberg-Andersson and Grønhaug, 2010), and these adaptations result in greater interdependence between the firms (Caniëls and Gelderman, 2007). Thus, developing and maintaining relationships are vital capabilities for B2B firms (Chang et al , 2016) and shared visions can support this process (Reich and Benbasat, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring “high tech” and “high touch” interaction capabilities: aligning the IT portfolio with customer and supplier relationships

Ekman

Dahlin

Erixon

et al. 2020

ITP

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PurposeTo explore the emergent characteristics of IT portfolios in business-to-business (B2B) firms. The goal is to develop a model that clarifies what interaction capabilities B2B firms develop and to what form of IT this corresponds to.Design/methodology/approachWe apply an a priori conceptual framework that is based on the Industrial Marketing and Purchasing (IMP) Group's theoretical focus on business relationships. The framework depicts the business relationship as dealing with uncertainty and equivocality as well as building and upholding reliance and trust. We utilize a case study approach involving a focal firm and ten of its customers and suppliers. Building on 60 interviews, field observations and archival data, we analyze interviewee responses and the complementary data to evaluate the role of IT in supporting or automated various aspects of organizational relationships.FindingsResults show how “high tech” and “high touch” relate to different interaction capabilities, which firms develop based on the characteristics of their business relationships. Although IT is associated with “high tech” and “high touch” interaction capabilities, some forms of IT are deployed to support the former, while other forms support the later. Both forms of technology-enabled interaction capabilities require investment, and firms must balance investment costs against the value created by improved interaction capabilities.Originality/valueOur findings emphasize the interorganizational perspective (dyadic or network) rather than a solely organizational perspective for understanding IT portfolio development. This perspective is presented through an emergent tech–touch interaction capability model that shows how B2B firms can align their IT portfolio based on the specific characteristics of their business relationships.

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The effects of relationship maintenance and relationship investment on self-service technology relationship performance

Cited by 21 publications

References 66 publications

Enhancing the value co-creation process: artificial intelligence and mobile banking service platforms

Enhancing the value co-creation process: artificial intelligence and mobile banking service platforms

Digital or human touchpoints? Insights from consumer-facing in-store services

Exploring “high tech” and “high touch” interaction capabilities: aligning the IT portfolio with customer and supplier relationships

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