Customer participation and citizenship behavioral influences on employee performance, satisfaction, commitment, and turnover intention

Yi, Youjae; Nataraajan, Rajan; Gong, Taeshik

doi:10.1016/j.jbusres.2009.12.007

Cited by 278 publications

(246 citation statements)

References 61 publications

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“…The customer participation behaviour belongs to the required behaviour which is necessary for a successful value co-creation. The customer citizenship behaviour is voluntary behaviour that provides an extraordinary value to the firm but is not necessarily required for the value co-creation (Groth, 2005;Bove, Pervan, Beatty & Shiu, 2008;Yi, Nataraajan & Gong, 2011). The empirical results show that in-role and extra-role behaviours follow different patterns and have different antecedents and consequences (Groth, 2005;Yi, Nataraajan & Gong, 2011).…”

Section: Value Co-creation and Consumer Behaviourmentioning

confidence: 92%

“…The customer citizenship behaviour is voluntary behaviour that provides an extraordinary value to the firm but is not necessarily required for the value co-creation (Groth, 2005;Bove, Pervan, Beatty & Shiu, 2008;Yi, Nataraajan & Gong, 2011). The empirical results show that in-role and extra-role behaviours follow different patterns and have different antecedents and consequences (Groth, 2005;Yi, Nataraajan & Gong, 2011). Yi & Gong (2013) conceptualized the customer value co-creation behaviour as a multidimensional concept which consists of two factors (customer participation behaviour and customer citizenship behaviour), and each factor contains multiple dimensions.…”

Section: Value Co-creation and Consumer Behaviourmentioning

confidence: 98%

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The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

Ercsey¹

2017

JOC

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According to service dominant logic (SDL), customers are always active participants and collaborative partners in exchanges; therefore we should focus on the elements of consumer behaviour that are connected with the value co-creation. By involving the customers in service production, providers can capture customers' needs and maintain their competitiveness. The cutomers' roles may lead to a higher productivity and competitive quality for companies. Previous researches recognized two types of the customers' co-creation behaviour. First, it is the consumers' participation behaviour. Then, the other one is the consumers' citizenship behaviour. The goal of our study is to examine how the level of involvement influences two kinds of behaviour mentioned. Besides, we explore if respondents' participation behaviour or citizenship behaviour influence the perceived value of service provided. In 2015, for examination of our research questions, we carried out a quantitative research and applied quota sampling to obtain data from two target groups (X and Y generations). The activity and attitude of individuals related to performance of an extra-role in service interaction is less favourable than the required in-role behaviour. According to the results of our survey, the level of involvement influences the customers' mandatory behaviour and volunteer behaviour when working on a co-creation value. Empirically verifiable, the service users' activity in a value creation affects customers' value of the service.

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Section: Value Co-creation and Consumer Behaviourmentioning

confidence: 92%

Section: Value Co-creation and Consumer Behaviourmentioning

confidence: 98%

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

Ercsey¹

2017

JOC

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“…As a result, perceived customer justice from the specific exchange is likely to be enahnced due to pro-customer deviance. Drawing from social exchange theory, which suggests that when one party provides a benefit, the other party is motivated to reciprocate by providing a benefit in return (Gouldner, 1960), customers will be more prone to reciprocate the employee and/or the organization, responding to this equity surplus they have previously received, due to employee's illegitimate behaviour aiming at their benefit (Yi, Nataraajan & Gong, 2011).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…CCBs are pro-social actions performed by customers beyond the ones they would typically perform in an exchange relationship and favour the employee's welfare (Yi et al, 2011;Bove et al, 2009). Prior research has identified various customer-based and employeerelated determinants of CCBs (Bove et al, 2009;Zimmermann et al, 2011), but the extent to which they can be generated from exchange-specific outcomes, such as encounter satisfaction during a deviant exchange, has yet to be investigated.…”

Section: R2: Customer's Positive Affective State Is Expected To Have mentioning

confidence: 99%

Achieving favourable customer outcomes through employee deviance

Boukis

2016

The Service Industries Journal

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This study advances current knowledge by examining how employee deviance and customer participation during a single employee-customer exchange generate favourable customer responses. This work bridges the employee deviance stream with the service encounter literature and illustrates the importance of equity theory in deviant service exchanges between customers and employees. Moreover, results add to the ongoing debate on service nepotism by canvassing the consequences from the customer's active participation in deviant exchanges which appears to enhance customer perceptions of the exchange. A 3x2 betweensubjects experimental design was adopted which manipulates three types of pro-customer deviance along with customer's participation (or not) to the exchange. The dependent variables capture three types of perceived customer justice (cognitive outcomes) and customer's affective state (affective outcome). Findings illustrate that customers approve employees' deviance for their own benefit while also indicate favourable outcomes from deviant exchanges with employees such as higher perceived justice and a more positive affective state. The article concludes with a discussion of the theoretical and managerial implications, limitations and research directions that emerge from this study.

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“…Studies centered on the impact of discretionary, voluntary, helpful customer behaviors, such as CEBs, on frontline employees are scarce. Notable exceptions include Garma (2010) and Yi et al (2011) studies, which show that voluntary customer behaviors can have a positive impact on psychological job outcomes among frontline employees. Because the impact of CEBs on frontline employees' job strain remains unclear, this research aims to provide insight into how CEBs affect frontline employees' job strain.…”

Section: Introductionmentioning

confidence: 99%

Engaged customers as job resources or demands for frontline employees?

Verleye

Gemmel

Rangarajan

2016

Journal of Service Theory and Practice

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Purpose -This paper proposes and empirically tests a theoretical model on how different customer engagement behaviors (CEBs), such as giving feedback and helping other customers, affect the role stress-job strain relationship among frontline employees.Design/methodology/approach -Drawing from the job demands-resources model, this paper hypothesizes that some CEBs weaken the role stress-job strain relationship among frontline employees, whereas the opposite holds for other CEBs. To test these hypotheses, the study involved a survey among 279 frontline employees in 20 nursing home teams in Belgium.Findings -The results reveal that the impact of role stress on job strain is stronger when frontline employees notice more helping behaviors among customers and weaker when frontline employees receive more customer feedback or notice that customers spread positive word of mouth about the nursing home.Originality/value -This research contributes to the customer engagement and frontline employee literature by showing that CEBs can act as both job demands and job resources for frontline employees.

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Customer participation and citizenship behavioral influences on employee performance, satisfaction, commitment, and turnover intention

Cited by 278 publications

References 61 publications

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

Achieving favourable customer outcomes through employee deviance

Engaged customers as job resources or demands for frontline employees?

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