The role of customer operant resources in health care value creation

Abstract

Service-dominant logic advocates that customers co-create value with a firm by contributing operant resources. However, do their operant resources contribute to improving the co-created value, or are they just a must? To address this question, this research investigates the effect of different components of customer operant resource on different forms of customer value in the context of health care service. A structural model was developed and tested using a sample of 409 outpatients in Vietnam. Results show that customer's social and cultural resources (but not physical resource) have significant effects on process value, while social, cultural, and physical resources have significant effects on outcome value. Among the three forms of operant resource, social resource is found to have the strongest effect on both process and outcome values. In addition, the relative effects of each form of operant resource on process and outcome values change when customers become more familiar to the service. Finally, both process and outcome values explain an essential part of the positive word-of-mouth behavior. Theoretical and managerial implications have then been discussed.

Co-Production Performance Evaluation in Healthcare. A Systematic Review of Methods, Tools and Metrics

“…Quantitative data analysis methods include statistical analyses, such as structural equation modelling (e.g., [ 42 , 43 , 44 ]), factor analyses (e.g., [ 44 , 45 ]), correlation and regression analyses (e.g., [ 6 , 16 , 46 ]), analysis of variance (ANOVA or MANOVA) (e.g., [ 47 ]), nonparametric test (e.g., [ 48 , 49 , 50 ]), multiple imputation techniques (e.g., [ 51 ]), and cost analysis, such as cost minimisation analysis (e.g., [ 16 ]) and cost opportunity analysis (e.g., [ 17 ]). Qualitative data analyses mainly embrace content analysis (e.g., [ 52 ]) and deductive or inductive thematic analysis (e.g., [ 53 , 54 , 55 ]), including specific inductive methodology, such as Grounded Theory (e.g., [ 56 , 57 , 58 ]), Gioia methodology (e.g., [ 59 , 60 ]) and interpretative phenomenological analysis (e.g., [ 61 ]).…”

“…Health status, well-being and quality of life are largely the dimensions that offer a portfolio of validated scales (e.g., health status: Patient Health Questionnaire (PHQ-9) [ 18 ]; well-being: Warwick-Edinburgh Mental Well-being Scale (WEMWBS); [ 48 , 109 , 135 , 136 ]; quality of life: EuroQol index (EQ 5D index) [ 119 , 120 ]), followed by satisfaction with service (e.g., Psychological Needs Satisfaction in Exercise Scale [ 49 ]). Interestingly, some well-known constructs in medicine and health psychology (such as enjoyment [ 43 ], self-management [ 119 , 120 ], self-efficacy [ 50 ], self-esteem [ 110 ], eustress [ 23 ], burden [ 109 ], trust [ 73 ] and issue awareness [ 99 ]) have been relatively scarcely analysed.…”

Customer-based brand equity and customer engagement in experiential services: insights from an emerging economy

“…This is the virtuous circle we seek to analyze here, assuming that-in the case of experiential services and depending on the nature of the particular service (e.g., private healthcare clinics)-there is a risk continuum associated with the purchase decision. Hau (2019) has recently pointed out that healthcare patients usually experience stress due to pain, anxiety, fear, and outcome uncertainty. Hence, we believe factors like CBBE and brand reputation may act as ex-ante cues to alleviate such uncertainty.…”

“…In many developed and developing countries, healthcare is a key public service industry (Hau 2019). In fact, the literature has identified healthcare contexts as a top service research priority (Ostrom et al 2015).…”

A value perspective of service interaction quality: the case of immigrants returning to native countries as medical tourists

“…That is, it encompasses the "gives" versus the "gets" [34]. The gives include money and other customer's intangible resources, while the gets include tangible and intangible benefits being experienced during and after the service process [35]. To emphasize the nature of value from an experience perspective, some scholars suggest to view customer value as an interactive relativistic preference experience which emerges during the interactive process, when the service becomes embedded in the customer's activities, practices and experiences together with the service company's activities [32,36].…”