Influence of customer participation on creating and sharing of new product value

Fang, Eric; Palmatier, Robert W.; Evans, Kenneth R.

doi:10.1007/s11747-007-0082-9

Cited by 359 publications

(346 citation statements)

References 62 publications

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“…Previous authors used a multidimensional approach to explore the components of the customer value co-creation behaviour (Groth, 2005;Bove, Pervan, Beatty & Shiu, 2008). Besides, other researchers apply a one-dimensional approach and use single-or multipleitem measures (Dellande, 2004;Fang, 2008). Yí & Gong (2013) identified dimensions of the customers' behaviour in co-creating value, and developed a scale to measure it.…”

Section: Value Co-creation and Consumer Behaviourmentioning

confidence: 99%

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: 99%

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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“…"OEM participation" is defined as the extent to which the manufacturer is involved in the supplier's NPD process. The breadth and depth of the OEM participation in the NPD process is crucial in the definition of participation (Fang, Palmatier, and Evans, 2008). Breadth refers to the scope of participation across the product development process and depth represents the customer's level of participation in a phase of the product development process.…”

Section: B Oem Participationmentioning

confidence: 99%

“…Breadth refers to the scope of participation across the product development process and depth represents the customer's level of participation in a phase of the product development process. The level of OEM participation can play a role in the key drivers of new product value creation, the NPD process, and the level of resources invested in the NPD (Dyer and Singh, 1998;Fang, Palmatier, and Evans, 2008).…”

Section: B Oem Participationmentioning

confidence: 99%

OEM Participation in SME Suppliers New Product Development Efforts

Yoo¹

2016

Glob Bus Financ Rev

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A B S T R A C TThis study examines the effects of product complexity, criticality, and innovativeness on OEM performance when those links are mediated by the original equipment manufacturer (OEM)'s participation in the SME supplier's new product development and moderated by the manufacturer's culture. A cross-sectional sample of 169 purchasing managers from the industrial and commercial machinery, computer, electrical, and transportation equipment industries participated in the study. Respondents completed questionnaires that were delivered via surface mail or email. Both mediation and moderation were examined using standard regression techniques. Results show significant positive relationships between the three different types of product characteristics and manufacturer participation, and significant relationship between manufacturer participation and performance. Results also indicate a moderating role for organizational culture on the relationship between manufacturer participation and NPD performance. Keywords: Product complexity; Product criticality; Product innovativeness; OEM customer participation Ⅰ. IntroductionIncreasing dynamism in the technological and market environments is making new product development (NPD) more important to the competitive postures of companies in many industries. Increased competition from both domestic and global players, the continuous introduction of new products and processes, and changing customer requirements shorten product life cycles, while rising product development costs enlarge reliance on collaboration in both the NPD process and eventual commercialization (Gupta and Wilemon, 1990;Wheelwright and Clark, 1992). This collaboration takes place not only across units within organizations, but also † Jaewon Yoo Assistant Professor, Department of Entrepreneurship & Small Business, Soongsil University, Seoul, Korea E-mail: yjw1774@ssu.ac.kr across channel levels in value creation chains. Two contexts exist for marketing channel member participation in NPD. Which channel member designs the new product and takes responsibility for the NPD process determines the context. First, a supplier participates in the manufacturer's NPD process, and second, the original equipment manufacturer (OEM) participates in the SME supplier's NPD process. However, most research focuses on the importance of the manufacturers' NPD, with attention to their processes and up-front activities, while there is limited research that focuses on manufacturer participation in suppliers' NPD.In the competitive environment, suppliers are an increasingly important resource for manufacturers. Because of hard global competition OEM manufacturers place strict demands on their local SME suppliers. Price competition contrives cost reduction pressures for entire supply chain. Thus manufacturers require SME suppliers

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“…Firms that proactively use this knowledge in order to foster and enhance long-term relationships can create a significant competitive advantage (Campbell, 2003;Jayachandran et al, 2005;Salojärvi et al, 2013). Indeed, several studies regarding the role of the customer in NPD have revealed the importance of the customer's knowledge in collaborative product development (Fang et al, 2008;Athaide and Klink, 2009;Fuchs and Schreier, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…Previous research has investigated the roles of the customer in the supplier's product development process (Fang et al, 2008). Nonetheless, the field lacks a comprehensive understanding of knowledge integration with customers in terms of what knowledge is integrated and the timing of this integration.…”

Section: Introductionmentioning

confidence: 99%

Knowledge integration with customers in collaborative product development projects

Eslami

Lakemond

2016

JBIM

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Knowledge integration with customers in collaborative product development projects PurposeThis paper addresses the need for managerial and organizational approaches to knowledge integration with customers in collaborative product development projects. The purpose is to identify the roles of customers in terms of the customer's knowledge contribution and timing of customer collaboration in the product development process. Design/methodology/approachThis study is based on a multi-case study approach, comprising four product development projects from two large international suppliers. The cases were selected following the theoretical replication logic. Data consist of interviews, workshops, and secondary information. For each of the cases, a within case analysis was performed followed by a cross-case analysis. FindingsThe study shows that the customer's knowledge contribution is aligned with the specific requirements of each phase of the product development. Three specific customer roles are identified and connected to the customer's knowledge contribution and the timing of customer collaboration. The technical capability of the customer and the locus of initiative of the product development project are affecting the prerequisites for knowledge integration with customers. Research limitations/implicationsThe study is performed from the perspective of supplier firms. The authors have not been able to capture the perspective of the customer in detail. As it is expected that both customers and suppliers benefit from a systematic knowledge exchange, future studies could examine knowledge contributions in both directions. Practical implicationsThe findings can be used to devise effective approaches for collaborative product development with customers related to the customer's knowledge contribution and the timing of customer collaboration and provide guidance to firms seeking to benefit from knowledge residing at customers. Originality/valueThis is one of the first studies to focus on the integration of customers' knowledge in product development processes. This paper contributes to the customer-supplier collaboration literature by presenting further insight into customers' knowledge contributions, the timing of customer collaboration in product development processes and the prerequisites for knowledge integration with customers.

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Influence of customer participation on creating and sharing of new product value

Cited by 359 publications

References 62 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?

OEM Participation in SME Suppliers New Product Development Efforts

Knowledge integration with customers in collaborative product development projects

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