Value co-creation or value co-destruction: co-production and its double-sided effect

Wu, Li‐Wei; Rouyer, Ellen; Wang, Chung-Yu

doi:10.1108/ijbm-10-2021-0459

Cited by 6 publications

(5 citation statements)

References 108 publications

(209 reference statements)

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“…This process requires active participation from each stakeholder. Building on the foundation of co-creation, co-production emerges as a specific form where customers actively participate in the production process of a product or service [15,16]. This engagement of customers in the production phase is a distinctive characteristic of co-production.…”

Section: Theoretical Dimensions Of Value Co-creationmentioning

confidence: 99%

Value Co-Creation: A Strategy for Enhancing Inclusiveness in Special Education

Narot,

Kiettikunwong

2024

Education Sciences

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This qualitative study examines the educational management practices of a municipality in Thailand by evaluating the current delivery of special educational services with underlying principles rooted in value co-creation (VCC)—a business concept often employed to enhance engagement and participation with the aim of creating mutual value. The study’s objective is to identify gaps in real-life practices. The research methodology encompasses in-depth interviews with key stakeholders, focus group discussions involving school board members and parents, and content analysis to extract core concepts for policy recommendations. The study’s findings reveal that the municipality is increasingly recognizing the potential of VCC in enhancing student outcomes, particularly for those with special educational needs. However, challenges stemming from schools’ financial constraints and the influx of students from lower socio-economic backgrounds impede the full realization of VCC principles. Consequently, it is crucial for the government to prioritize the alignment of VCC strategies with special education. This can be achieved by considering reengineering the education budget allocation and making investments, whether direct or indirect, to support the VCC process. These measures are essential to promote the evolution of VCC and sustain special educational service operations effectively.

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Section: Theoretical Dimensions Of Value Co-creationmentioning

confidence: 99%

Value Co-Creation: A Strategy for Enhancing Inclusiveness in Special Education

Narot,

Kiettikunwong

2024

Education Sciences

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“…While most studies in this area focus on the benefits of customer participation, only a few consider its negative consequences. For instance, research finds reduced job satisfaction among service employees (Chan et al, 2010) and increased employee job stress (Wu et al, 2022). Moreover, customer participation can also have negative consequences for customers (see Table 1).…”

Section: Customer Participation and Customer Engagementmentioning

confidence: 99%

How can customers cope with cognitive demands of professional services? The role of employee coping support

Garbas

Blaurock

Büttgen

et al. 2023

Psychology and Marketing

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Even though researchers are increasingly acknowledging the dark side of customer participation (i.e., behavioral customer engagement), particularly in professional services with high cognitive demands that cause customer participation stress (i.e., negative psychological state resulting from the customer's overextension by required customer participation efforts), insights on how firms can effectively mitigate customer participation stress remains limited. Building on transactional stress theory, we investigate whether customers can effectively cope with the expected cognitive demands of professional services. Moreover, by introducing an adapted coping construct (i.e., coping support), we examine whether employees can provide coping support to help decrease customer participation stress. The findings of a time-lagged field study with customers of a large German bank (N = 117) suggest that customer coping before the encounter cannot mitigate the effect of anticipated cognitive demands on customer participation stress. Instead, the results of both the field study and a follow-up experimental study (N = 218) show that a certain set of employee coping support during service encounters is crucial. While focusing on action coping support is not ideal in situations with high cognitive demands, firms should advise their professional service employees to offer emotional coping support to attenuate the unfavorable effect of cognitive demands on customer participation stress.

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“…Thus, CPB is defined as customers' behavioral involvement in a firm's successful value creation (Revilla-Camacho et al, 2015). Researchers such as Zeithaml et al (2018) refer to CPB as the customers' mandatory production role necessary for a company's successful service outcomes, in which customers express informational, physical, behavioral and emotional support in performing their duties in the service process (Wu et al, 2022;Yi et al, 2011). Such CPB is improved by customers' positive attitudes toward a firm, such as emotional attachment .…”

Section: Corporate Reputation and Customer Extra-role Behaviorsmentioning

confidence: 99%

“…Researchers such as Zeithaml et al. (2018) refer to CPB as the customers' mandatory production role necessary for a company's successful service outcomes, in which customers express informational, physical, behavioral and emotional support in performing their duties in the service process (Wu et al. , 2022; Yi et al.…”

Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

How does corporate hypocrisy reduce customer co-creation behaviors? Moderated mediation analysis of corporate reputation and self-brand connection

Jung

Hur

2023

IJBM

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PurposeCustomer co-creation behaviors significantly affect a firm's performance and sustainable growth. This study tested the mediating role of corporate reputation in the relationship between corporate hypocrisy and two types of customer co-creation behaviors: customer citizenship behavior and customer participation behavior. The study also investigated the moderating effect of self-corporate brand connection on the corporate hypocrisy–corporate reputation relationship and the indirect relationship between corporate hypocrisy and customer co-creation behavior through corporate reputation.Design/methodology/approachThe authors conducted a two-wave research survey with 346 Korean bank customers and tested our hypotheses using PROCESS Macro.FindingsCorporate reputation mediated the relationship between corporate hypocrisy and customer citizenship/participant behavior. The negative effect of corporate hypocrisy on corporate reputation was more pronounced when self-corporate brand connection was high. Self-corporate brand connection further moderated the indirect effect of corporate hypocrisy on customer citizenship/participant behavior through corporate reputation.Originality/valueThe results clearly explain how corporate hypocrisy affects customer co-creation behavior. This study advances corporate hypocrisy and corporate reputation research by proposing and verifying a moderated mediation model.

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Value co-creation or value co-destruction: co-production and its double-sided effect

Cited by 6 publications

References 108 publications

Value Co-Creation: A Strategy for Enhancing Inclusiveness in Special Education

Value Co-Creation: A Strategy for Enhancing Inclusiveness in Special Education

How can customers cope with cognitive demands of professional services? The role of employee coping support

How does corporate hypocrisy reduce customer co-creation behaviors? Moderated mediation analysis of corporate reputation and self-brand connection

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