Impact of service co-creation on performance of firms: the mediating role of market oriented strategies

Verma, Rajeev; Rajagopal, Rajagopal; Reyes-Mercado, Pável

doi:10.1504/ijsom.2013.054885

Cited by 20 publications

(12 citation statements)

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“…In this respect, our findings highlight that CPBMI serves as a means for managing customer behavior. Although we did not test the consequences of customer value co‐creation behavior and customer satisfaction on business performance, previous empirical findings suggest that these have a positive performance effect (Lusch et al, ; Leticia Santos‐Vijande et al, ; Verma et al, ; Bettencourt et al, ). Therefore, in line with the recent call to take a demand‐side view on business model innovation (Priem et al, ), our study shows that a potential avenue for future business model innovation research lies in considering variables that potentially mediate the relationship between business model innovativeness and performance.…”

Section: Discussionmentioning

confidence: 97%

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

2018

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Both researchers and practitioners have been focusing extensively on business model innovation, as it has shown to positively influence business performance. Although the effect of business model innovativeness on customer behavior might be an important mediator between business model innovation and business performance, it has not yet been analyzed. In line with recent calls to consider the customer side in business model innovation research, our paper addresses this problem by studying the influence of customers' perceived business model innovativeness (CPBMI) on customer satisfaction and customer value co‐creation behavior in the service sector. We, therefore, emphasize customers' perceptions and reactions to business model changes. Relying on data from a large‐scale survey of restaurant customers, we find that perceived value creation innovativeness and value proposition innovativeness positively affect customer satisfaction and customer value co‐creation behavior. In addition, we identify a significant indirect effect of CPBMI on customer satisfaction via customer value co‐creation behavior. Our findings allow deriving concrete implications for both researchers and practitioners.

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Section: Discussionmentioning

confidence: 97%

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

2018

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“…They entail the significant mediating effect of VC. Furthermore, Verma, Rajagopal, and Mercado, (2013), scholarship on 119 Mexican's financial firms showed the positive mediation effects of competitive advantages between service co-creation and firms' performance. Though, D. W. Kim, Trimi, Hong, and Lim, (2019), also found the positive and significant mediating impacts of co-creation and small medium manufacturer supplier performance.…”

Section: Visibility and Organizational Performancementioning

confidence: 98%

Impact of value co-creation on firm performance: Mediating role of strategic advantages

2019

EJBM

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Value co-creation (VC), the unified motive of different stakeholders of a firm to improve the VC process, is a crucial in mounting mutual goals. Though, the current movement of a growing size and number of enormous customers has placed the smaller industrial dealers in subservient roles and consigned their goalmouth to persistence. Hypotheses were analyzed by structured equation modeling using partial least squares 3.0. Data were collected by field survey from March May 2019. Convenient random sampling used to select the respondents. Study, examine the influences of VC on small and medium producer (SMP) performance in Cameroon. They provide components or parts to huge companies' buyers, notified that the VC does have a positive and statistically significant direct and indirect influence on the organizational performance (OP) through their improved strategic competitive advantages (CA). Consequently, VC is not only significant for only big firms, but also to small and medium producers (SMP), as it promotes them from a commercial correlation to a cooperative link with their partners.

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“…When considering services and emphasising their difference from goods, service dominant logic has raised extensive interest in the field of service research (e.g., Lusch, 2004, 2008;Grönroos, 2008;Verma and Mercado, 2013). Still, service dominant logic is seen as production-focused and service provider-dominant (PD) (Cheung and To, 2015).…”

Section: Introductionmentioning

confidence: 99%

Revealing customer dominant logic in healthcare services

Karppinen

Koivuniemi

Seppänen

et al. 2017

IJSOM

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Abstract:With the increasing interest in the customers' role in service processes and value creation, there is a need to explore customer dominant logic in real service settings. This study focuses on the appearance and characteristics of customer dominant logic through a case study conducted in a healthcare service organisation. The main findings of the study concern how customer dominant logic appears in certain situations, when the service provider utilises information about a customer's life and ecosystem. The study results provide a rich contribution towards a deeper understanding of customer dominant logic in services. Practical suggestions are offered to service managers to make their services more customer-centric.Keywords: customer value; value creation; value co-creation; service dominant logic; customer dominant logic; provider dominant logic; customer-centric; healthcare service.Reference to this paper should be made as follows: Seppänen, K., Huiskonen, J., Koivuniemi, J. and Karppinen, H. (2017) Biographical notes: Kaisa Seppänen holds a Master of Science in Technology at the Lappeenranta University of Technology. She is a PhD student at Lappeenranta University of Technology. Her educational background is also from Lappeenranta University of Technology, where she studied chemistry and process development as the main subject. Today, as a PhD student, her personal research interest and focus of dissertation is in customer-service process interfaces and service process design in the healthcare context. Jouni Koivuniemi is an Associate Professor of Service Processes and Networks of the School of Business and Management at the Lappeenranta University of Technology, Finland. His research interests focus on service networks, service and sustainable business models, and early phases of new business development. He has a 15-year experience in leading and expert positions on interdisciplinary and international research on these areas within public services and various industrial sectors. He has over 40 publications in international journals and conferences.Henri Karppinen currently works as a Research Manager at the Saimaa University of Applied Sciences, Lappeenranta, Finland. As a Research Manager, he focuses on research and development projects related to internationalisation of service business industry and digitalisation of customer-driven services. His personal research interest and focus is in digitalised personal healthcare, including cross-platform and application information processes and customer-driven health information sharing and delivery.

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Impact of service co-creation on performance of firms: the mediating role of market oriented strategies

Cited by 20 publications

References 0 publications

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

Impact of value co-creation on firm performance: Mediating role of strategic advantages

Revealing customer dominant logic in healthcare services

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