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Article: Is customer participation in value creation a double-edged sword? evidence from professional financial services across cultures

TitleIs customer participation in value creation a double-edged sword? evidence from professional financial services across cultures
Authors
KeywordsCultural value orientation
Customer participation
Individualism-collectivism
Power distance
Professional financial services
Value creation
Issue Date2010
PublisherAmerican Marketing Association. The Journal's web site is located at http://www.marketingpower.com
Citation
Journal Of Marketing, 2010, v. 74 n. 3, p. 48-64 How to Cite?
AbstractEmergent perspectives in marketing highlight new opportunities for co-opting customers as a means to define and cocreate value through their participation. This study delineates and empirically tests hypotheses regarding the effects of customer participation (CP) on value creation and satisfaction for both customers and employees with different cultural value orientations in the context of professional financial services. Using data collected from 349 pairs of customers and service employees in two national groups (Hong Kong and the United States) of a global financial institution, this study examines how (1) CP drives performance outcomes (i.e., customer satisfaction, employee job satisfaction, and employee job performance) through the creation of economic and relational values and (2) the effects of CP on value creation depend on participants' cultural value orientations. Promoting CP could be a double-edged sword for firms: CP enhances customers' economic value attainment and strengthens the relational bond between customers and employees, but it also increases employees' job stress and hampers their job satisfaction. Moreover, the effects of CP on value creation depend on the cultural values of both customers and service employees; this result implies that arranging customers and service employees with "matched" cultural value orientations could facilitate the creation of value through CP. © 2010, American Marketing Association.
Persistent Identifierhttp://hdl.handle.net/10722/124173
ISSN
2015 Impact Factor: 3.885
2015 SCImago Journal Rankings: 6.612
References

 

DC FieldValueLanguage
dc.contributor.authorChan, KWen_HK
dc.contributor.authorYim, CKen_HK
dc.contributor.authorLam, SSKen_HK
dc.date.accessioned2010-10-31T10:18:04Z-
dc.date.available2010-10-31T10:18:04Z-
dc.date.issued2010en_HK
dc.identifier.citationJournal Of Marketing, 2010, v. 74 n. 3, p. 48-64en_HK
dc.identifier.issn0022-2429en_HK
dc.identifier.urihttp://hdl.handle.net/10722/124173-
dc.description.abstractEmergent perspectives in marketing highlight new opportunities for co-opting customers as a means to define and cocreate value through their participation. This study delineates and empirically tests hypotheses regarding the effects of customer participation (CP) on value creation and satisfaction for both customers and employees with different cultural value orientations in the context of professional financial services. Using data collected from 349 pairs of customers and service employees in two national groups (Hong Kong and the United States) of a global financial institution, this study examines how (1) CP drives performance outcomes (i.e., customer satisfaction, employee job satisfaction, and employee job performance) through the creation of economic and relational values and (2) the effects of CP on value creation depend on participants' cultural value orientations. Promoting CP could be a double-edged sword for firms: CP enhances customers' economic value attainment and strengthens the relational bond between customers and employees, but it also increases employees' job stress and hampers their job satisfaction. Moreover, the effects of CP on value creation depend on the cultural values of both customers and service employees; this result implies that arranging customers and service employees with "matched" cultural value orientations could facilitate the creation of value through CP. © 2010, American Marketing Association.en_HK
dc.languageengen_HK
dc.publisherAmerican Marketing Association. The Journal's web site is located at http://www.marketingpower.comen_HK
dc.relation.ispartofJournal of Marketingen_HK
dc.subjectCultural value orientationen_HK
dc.subjectCustomer participationen_HK
dc.subjectIndividualism-collectivismen_HK
dc.subjectPower distanceen_HK
dc.subjectProfessional financial servicesen_HK
dc.subjectValue creationen_HK
dc.titleIs customer participation in value creation a double-edged sword? evidence from professional financial services across culturesen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0022-2429&volume=74&spage=48&epage=64&date=2010&atitle=Is+Customer+Participation+in+Value+Creation+a+Double-Edged+Sword+Evidence+from+Professional+Financial+Services+Across+Culturesen_HK
dc.identifier.emailYim, CK: yimbck@hkucc.hku.hken_HK
dc.identifier.emailLam, SSK: simonlam@hku.hken_HK
dc.identifier.authorityYim, CK=rp01122en_HK
dc.identifier.authorityLam, SSK=rp01071en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1509/jmkg.74.3.48en_HK
dc.identifier.scopuseid_2-s2.0-77952332691en_HK
dc.identifier.hkuros175325en_HK
dc.identifier.hkuros194857-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-77952332691&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume74en_HK
dc.identifier.issue3en_HK
dc.identifier.spage48en_HK
dc.identifier.epage64en_HK
dc.identifier.eissn1547-7185-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridChan, KW=15768882400en_HK
dc.identifier.scopusauthoridYim, CK=15770531500en_HK
dc.identifier.scopusauthoridLam, SSK=35218940100en_HK

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