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Purpose-This paper contributes to transformative service research by drawing on selfdetermination, elicitation of emotions framework, and feelings-as-information theories to explore how customer participation, task-related affective well-being, customer knowledge, task complexity, and service outcomes relate with each other. Design/methodology/approach-A synthesis of relevant literature on customer participation and customer well-being reveals a conceptual model with eleven testable propositions. Findings-The conceptual model shows that task-related affective well-being mediates the link between customer participation and service outcomes. Moreover, customer knowledge and task complexity moderate these links. Research limitations/implications-An empirically testable conceptual model models the roles of task-related affective well-being, customer knowledge and task complexity in the process by which customer participation influences service outcomes. Practical implications-Service managers can use the model to design services based on the effects of different types of customer participation on task-related affective well-being. Originality/value-This paper is one of the first to study the mediating role of task-related affective well-being in the relationship between customer participation and service outcomes. It does so by revealing the differential impact various types of participation have on service outcomes and the moderating role of customer knowledge and task complexity.

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In the age of service and knowledge economy, firms have realized that obtaining, managing, and sharing customer knowledge can be a valuable resource to have advantages over their competitors. However, the review of the literature of Customer Knowledge Management (CKM) area suggests that firms often fail in applying the true notion of CKM, thinking it only as a new technological innovation related to IT. Moreover, the terms Knowledge Management (KM), Customer Relationship Management (CRM), and Customer Knowledge Management (CKM) are not well differentiated in the extant academic literature. This chapter aims to present a conceptual differentiation between these terms by analyzing and comparing the various components of KM, CRM, and CKM. The effort has been made in the chapter to map CKM practices in the Indian service market by presenting case studies of two Indian commercial banks. The authors also made an attempt to propose a conceptual framework of CKM, which can be applied in service firms to successfully implement CKM practices in their organizations.

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