Dealing with customer misbehaviour

Echeverri, Per; Salomonson, Nicklas; Åberg, Annika

doi:10.1177/1470593112457741

Cited by 43 publications

(11 citation statements)

References 81 publications

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“…Absence of clear expectations has been proposed in light of goal prevention, meaning unclear expectations affect how well parties can reach their goals (Prior & Marcos-Cuevas, 2016). Finally, customer misbehavior has been studied in different consumer market studies (Echeverri et al, 2012;Echeverri & Skålen, 2011;Kashif & Zarkada, 2015), and the present study finding is in line with this notion.…”

Section: Discussionsupporting

confidence: 81%

“…Corroborates previous findings (Echeverri et al, 2012;Echeverri & Skålen, 2011;Kashif & Zarkada, 2015).…”

Section: After Collaborationsupporting

confidence: 90%

“…Thus, this study expands an insufficient level of trust to include other relationships in addition to B2B relationships. Echeverri et al (2012), Echeverri and Skålen (2011) and Kashif and Zarkada (2015) studied customer misbehavior in B2C relationships. The present study identified that customer misbehavior occurs in B2C relationships as well as in B2B and B2G relationships.…”

Section: Discussionmentioning

confidence: 99%

See 2 more Smart Citations

When value co-creation fails: Reasons that lead to value co-destruction

Järvi

Kähkönen

Torvinen

2018

Scandinavian Journal of Management

172

143

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Section: Discussionsupporting

confidence: 81%

“…Corroborates previous findings (Echeverri et al, 2012;Echeverri & Skålen, 2011;Kashif & Zarkada, 2015).…”

Section: After Collaborationsupporting

confidence: 90%

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

When value co-creation fails: Reasons that lead to value co-destruction

Järvi

Kähkönen

Torvinen

2018

Scandinavian Journal of Management

172

143

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“…This phenomenon can be explained by the theory of value co-destruction (VCD). The concept of VCD refers to the fact that not all customer and enterprise interactions produce positive results; sometimes, they will even produce negative results [88,89]. This may be due to the different roles of the two parties in the process of co-creation, which may cause the two parties to refuse to share certain resources based on their own interests [11].…”

Section: Discussionmentioning

confidence: 99%

The Effect of Value Co-Creation on Social Enterprise Growth: Moderating Mechanism of Environment Dynamics

Pellegrini

2019

Sustainability

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The traditional approach to demonstrate the growth processes of social enterprise still relies heavily on an internal perspective of resource and capability accumulation. However, it is insufficient to explain why some social enterprises grow quickly while other social enterprises do not. Based on the theory of value co-creation, this paper proposes a theoretical framework of the effect of value co-creation on social enterprise growth. A survey was conducted in China across 29 provinces and municipalities from October 2015 to March 2016, through the efforts of a market research group. The final number of usable questionnaires was 172. Specifically, by employing hierarchical regression models, this paper partially confirms the positive impact of value co-creation on social enterprise growth, while environment dynamics have a negative moderating effect on the relationship between value creation and the growth of social enterprises.

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“…Thus, company must effectively manage the interactions between their employees and customers to deliver cutting-edge values that beat competition. It will not be out of place to infer that as customers are integral to the co-creation of value process, they can also be key part of the journey to co-destruction of value (Echeverri, Salomonson & Åberg, 2012). 84 in service organizations.…”

Section: Introductionmentioning

confidence: 99%

An empirical investigation into organizational level antecedents of value co-destruction in Lisbon, Portugal: A hospitality sector case

Chuchu

Cunha

Maziriri

2021

IJRBS

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In recent years, scholars have begun to dedicate their attention to destructive relationships as a critical component of organizational life. Prior research has approached it from various points of view, such as trust and partnering, project management, and relational coordination. The purpose of this research is to explore organizational level antecedents of value co-destruction in Lisbon, Portugal within the hospitality sector. The research was quantitative in nature, adopting the survey method. To measure the proposed hypotheses, a unique conceptual model was developed with leadership support, supportive organizational climate, value co-destruction, and commitment to value co-creation as constructs. Data was collected from the hospitality sector of Lisbon, Portugal where 600 responses were obtained for analysis. All participants were employees from the hospitality sector. Key findings revealed that leadership support was dominant in comparison to the other constructs based on how high it loaded as a factor. In addition, a high perception of a supportive organizational climate among service employees will result in a low occurrence of value co-destruction in their organization. Further research direction on the subject is proposed.

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Dealing with customer misbehaviour

Cited by 43 publications

References 81 publications

When value co-creation fails: Reasons that lead to value co-destruction

When value co-creation fails: Reasons that lead to value co-destruction

The Effect of Value Co-Creation on Social Enterprise Growth: Moderating Mechanism of Environment Dynamics

An empirical investigation into organizational level antecedents of value co-destruction in Lisbon, Portugal: A hospitality sector case

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