BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Zaborek Piotr (Warsaw School of Economics, Poland), Mazur Jolanta (Warsaw School of Economics, Poland)
Tytuł
Exploring Links Between Engaging Customers in Value Co-Creation and Product Innovativeness
Źródło
International Journal of Management and Economics, 2017, vol. 53, nr 3, s. 82-106, tab., bibliogr. 83 poz.
Zeszyty Naukowe / Szkoła Główna Handlowa. Kolegium Gospodarki Światowej
Słowa kluczowe
Małe i średnie przedsiębiorstwa, Innowacje, Tworzenie wartości, Logika usługowa
Small business, Innovations, Value creation, Service-dominant logic
Uwagi
Klasyfikacja JEL: L14, L15, L23, O32
summ.
Abstrakt
The study examines the hypothesis that firms engaging customers in value co-creation tend to display more innovativeness. As such, it is one of the few quantitative studies on the link between these two concepts. Customer engagement in value co-creation was operationalized as a multiple scale following the DART framework by Prahalad and Ramaswamy. The DART acronym denotes four salient dimensions of enabling co-creation: Dialog, Access, Risk and Transparency. The applied innovativeness metric was revenue share from new and modified products. Data were collected from 432 managers of manufacturing and service SMEs. Statistical data analysis methods included EFA, CFA and multiple regression modeling. The major finding is the existence of a significant positive effect between engaging customers in value co-creation and innovativeness. In particular, certain DART dimensions, such as Dialog, elements of Access and Risk, coincided with increased levels of innovativeness. Among the study's limitations, two are particularly pertinent. First, different conceptualizations of customer engagement in value co-creation could yield different results in terms of effect magnitudes, although the authors believe that the direction of relationships should remain the same. Second, the research considered customer engagement from the perspective of managers, which could induce bias. Hence, it may be worthwhile to examine how customers evaluate their own engagement. In terms of practical application, to enhance innovativeness, firms should intensify their efforts to engage customers in day-to-day operations. However, not all aspects of co-creation provide equal benefits - it appears that more involved actions on the part of the company are needed to produce noticeable positive effects. From a theoretical viewpoint, the findings empirically validate the business relevance of engaging customers in value co-creation. Unlike many other studies of the co-creation stream, this paper relies on a large, representative sample of manufacturing and service firms.(original abstract)
Dostępne w
Biblioteka Szkoły Głównej Handlowej w Warszawie
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Aarikka-Stenroos, L., Jaakkola, E. (2012), Value co-creation in knowledge intensive business services; a dyadic perspective on the joint problem solving process, Industrial Marketing Management, Vol. 41, No. 1, pp. 15-26.
  2. Arakji, R. Y, Lang, K. R. (2007), Digital consumer networks and producer-consumer collaboration: innovation and product development in the video game industry, Journal of Management Information Systems, Vol. 24, No. 2, pp. 195-219.
  3. Albinsson, P. A., Perera, B. Y, Sautter, P. T. (2011), Assessing value co-creation: DART scale development and validation, in: S. M. Noble, C. H. Noble (Eds.), AMA summer educator's conference proceedings - marketing 2011: delivering value in turbulent times, American Marketing Association, Vol. 22, pp. 458-459.
  4. Albinsson, P. A., Perera, B. Y, Sautter, P. T. (2016), DART scale development: Diagnosing a Firm's Readiness for Strategic Value Co-creation, Journal of Marketing Theory and Practice, Vol. 24, No. 1, pp. 42-58.
  5. Ayuso, S., Rodriguez, M., Ricard, J. (2006), Responsible competitiveness at the "micro" level of the firm. Using stakeholder dialogue as a source for new ideas: a dynamic capability underlying sustainable innovation, Corporate Governance, Vol. 6, No. 4, pp. 475-490.
  6. Bogers, M., Afuah, A., Bastian, B. (2010), Users as innovators: a review, critique, and future research directions, Journal of Management, Vol. 36, No. 4, pp. 857-875.
  7. Brodie R. J., Saren, M, Pels, J. (2011), Theorizing about the service dominant logic: the bridging role of middle range theory, Marketing Theory, Vol. 11, No. 1, pp. 75-91.
  8. Brynjolfsson, E., McAfee, A. (2014), The second machine age: work, progress and prosperity in a time of brilliant technologies, Norton & Company, New York.
  9. Campbell, N., O'Driscoll, A., Saren, M. (2013), Reconceptualizing resources: a critique of service-dominant logic, Journal of Macromarketing, Vol. 33, No. 4, pp. 306-321.
  10. Chen, L., Marsden, J., Zhang, Z. (2012), Theory and analysis of company-sponsored value co-creation, Journal of Management Information Systems, Vol. 29, No. 2, pp. 141-172.
  11. Chesbrough, H. (2003), The logic of open innovation: managing intellectual property, California Management Review, Vol. 45, No. 3, pp. 33-58.
  12. Chesbrough, H., Vanhaverbeke, W., West, J. (2006), Open innovation: researching a new paradigm, Oxford University Press.
  13. Edvardson, B., Ng, G., Choo, Z. M., Firth, R. (2013), Why is service-dominant logic based service system better?, International Journal of Quality and Service Sciences, Vol. 5, No. 2, pp. 171-190.
  14. Edvardson, B., Tronvoll, B. (2013), A new conceptualization of service innovation grounded in S-D logic and service systems, International Journal of Quality and Service Sciences, Vol. 5, No. 1, pp. 19-31.
  15. Ebersgberger, B., Bloch, C., Herstad, S., van der Velde, E. (2012), Open innovation practices and their effect on innovation performance, International Journal of Innovation and Technology Management, Vol. 9, No. 6.
  16. Field, A. (2013), Discovering statistics using IBM SPSS statistics, Sage.
  17. Fisher D., Smith, S. (2011), Co-creation is chaotic: what it means for marketing when no one has control, Marketing Theory, Vol. 11, No. 3, pp. 325-350.
  18. Frow, P., Payne, A. (2008), The value proposition concept: evolution, development and application in marketing, Working paper, Discipline of Marketing, University of Sydney.
  19. Garson, D. (2012), Structural equation modeling: Statistical Association Publishing Blue Book Series, Statistical Association Publishing, Asheboro.
  20. Grönroos, Ch. (2009), Marketing as promise management: regaining customer management for marketing, Journal of Business and Industrial Marketing, Vol. 24, No. 5/6, pp. 351-359.
  21. Grönroos, Ch. (2012), Conceptualising value co-creation: a journey to the 1970 s and back to the future, Journal of Marketing Management, Vol. 28, No. 13-14, pp. 1520-1534.
  22. Gummerus, J. (2013), Value creation processes and value outcomes in marketing theory: strangers or siblings? Marketing Theory, Vol. 13, No. 1, pp. 19-46.
  23. Gummesson, E. (2002), Total relationship marketing, rethinking marketing management, Butterworth-Heinemann.
  24. Gustafsson, A., Kristensson, P., Wittel, L. (2012), Customer co-creation in service innovation: a matter of communication?, Journal of Service Management, Vol. 23, No. 3, pp. 311-327.
  25. Hsieh, J.-K., Hsieh, Y.-C. (2015), Dialogic co-creation and service innovation performance in high-tech companies, Journal of Business Research, Vol. 68, pp. 2266-2271.
  26. Hippel von, E. (1976), The dominant role of users in the scientific instrument innovation process, Research Policy, Vol. 5, No. 3, pp. 212-239.
  27. Hippel von, E. (1977), Transferring process equipment innovations from user-innovators to equipment manufacturing firms, R&D Management, Vol. 8, No. 1, pp. 13-22.
  28. Hippel von, E. (1986), Lead users: a source of novel product concepts, Management Science 32, No. 7, pp. 791-805.
  29. Hippel von, E. (1988), The sources of innovation, Oxford University Press.
  30. Hippel von, E. (1994), Sticky information and the locus of problem solving: implications for innovation, Management Science, Vol. 40, No. 4, pp. 429-439.
  31. Hippel von, E. (1998), Economics of product development by users: the impact of sticky local information, Management Science, Vol. 44, No. 5, pp. 629-644.
  32. Hippel von, E. (2001), Perspective: user toolkit for innovation, Journal of Product Innovation Management, Vol. 18, pp. 247-257.
  33. Hippel von, E. (2005), Democratizing innovation, The MIT Press, Cambridge-London.
  34. Holbrook, M. B. (1987), O'consumer, how you've changed: some radical reflections on the roots of consumption, in: F. Fariat, N. Dholakia, R. Bagozzi (Eds.), Philosophical and radical though in marketing, Health, Lexington, pp. 156-177.
  35. Holbrook, M. B. (1994), The nature of customer value an axiology of services in the consumption experience, in: R. T. Rust, R. L. Oliver (Eds.), Service quality: new directions in theory and practice, Thousand Oaks: Sage Publications.
  36. Holbrook, M. B. (1999), Consumer value: a framework for analysis and research, Routledge, New York.
  37. Holbrook, M. B. (2006), ROSEPEKICECIVECI versus CCV: the resource-operant, skills exchanging, performance-experiencing, knowledge-informed, competence-enacting, co-producer-involved, value-emerging, customer-interactive view of marketing versus the concept of customer value: 'I can get it for you wholesale', in: R. F. Lusch, S. L. Vargo (Eds.), The service dominant logic of marketing: dialog, debate and directions, Prentice-Hall of India, New Delhi, pp. 208-223.
  38. Hoyer, W. D., Chandy, R. C., Dorotic, M., Krafft, M., Singh, S. S. (2010), Consumer cocreation in new product development, Journal of Service Research, Vol. 13, No. 3, pp. 283-296.
  39. Jacobs, C. D., Heracleous, L. (2005), Answers for questions to come: reflective dialogue as an enabler of strategic innovation, Journal of Organizational Change Management, Vol. 18, No. 4, pp. 338-352.
  40. Karpen, I. O., Bove, L. L., Lukas, B. A. (2012), Linking service-dominant logic and strategic business practice: a conceptual model of a service-dominant orientation, Journal of Service Research, Vol. 15, No. 1, pp. 21-38.
  41. Kumar, V., Aksoy, L., Donkers, B., Venkatesan, R., Wiesel, T., Tillmanns, S. (2010), Undervalued or overvalued customers: capturing total customer engagement value, Journal of Service Research, Vol. 13, No. 3, pp. 297-310.
  42. Laczniak, G. R., Santos, N. J. C. (2011), The integrative justice model for marketing to the poor: an extension of S-D logic to distributive justice and macromarketing, Journal of Macromarketing, Vol. 31, No. 2, pp. 135-147.
  43. Lang, K., Shang, R., Roumen, V. (2015), Consumer co-creation of digital culture products: business threat or new opportunity? Journal of the Association for Information Systems, Vol. 16, No. 9, pp. 766-798.
  44. Li, X., Petrick, J. F. (2007), Tourism marketing in an era of paradigm shift, Journal of Travel Research, Vol. 46, February, pp. 235-244.
  45. Leszinski, R., Marn, M. V. (1997), Setting value, not price, McKinsey Quarterly, No. 1, pp. 98-115.
  46. Löbler, H. (2011), Position and potential of service-dominant logic - evaluated in an 'ism' frame for further development, Marketing Theory, Vol. 11, No. 1, pp. 51-73.
  47. Lusch, R. F., Vargo, S. L., O'Brien, M. (2007), Competing through service: insights from service - dominant logic, Journal of Retailing, Vol. 83, No. 1, pp. 5-18.
  48. Lusch, R. F., Webster Jr, F. E. (2011), A stakeholder-unifying, cocreation philosophy for marketing, Journal of Macromarketing, Vol. 31, No. 2, pp. 129-134.
  49. Martinez Garcia, M. (2013), Co-creation of value with consumers as an innovation strategy in the food and beverage industry: the case of Molson Corrs' "talking can", in: M. Garcia Martinez (Ed.), Open innovation in the food and beverage industry: a volume in Woodhead Publishing Series in food, science, technology and nutrition, Woodhead Publishing, pp. 139-153.
  50. Martini, A., Massa, S., Testa, S. (2014), Customer co-creation projects and social media: the case of Barilla of Italy, Business Horizons, Vol. 57, pp. 425-434.
  51. Mazur, J., Zaborek, P. (2014), Validating DART model, International Journal of Management and Economics, Vol. 44, pp. 106-125.
  52. Neff, J. (2007), OMD provides the power of engagement, Advertising Age, Vol. 78, No. 27, pp. 3-4.
  53. Ng, I. C. L., Smith, L. A. (2012), An integrative framework of value, Review of Marketing Research, Vol. 9, Special Issue: Toward a Better Understanding of the Role of Value in Markets and Marketing, pp. 207-243.
  54. Payne, A. F., Storbacka, K., Frow, P. (2008), Managing the co-creation of value, Journal of the Academy of Marketing Science, Vol. 36, No. 1, pp. 823-896.
  55. Piligrimiene, Z., Dovaliene, A., Virvilaite, R. (2015), Consumer engagement in value co-creation: what kind of value it creates for the company? Inzinerene Ekonomika-Engineering Economics, Vol. 26, No. 4, pp. 452-460.
  56. Prahalad, C. K., Ramaswamy, V. (2000), Co-opting customer competence, Harvard Business Review, Vol. 78, No. 1, pp. 79-87.
  57. Prahalad, C. K., Ramaswamy, V. (2003), The new frontier of experience innovation, Sloan Management Review, Vol. 44, Summer, pp. 12-18.
  58. Prahalad, C. K., Ramaswamy, V. (2004a), Co-creating unique value with customers, Strategy and Leadership, Vol. 32, No. 3, pp. 4-9.
  59. Prahalad, C. K., Ramaswamy, V. (2004b), The future of competition: co-creating unique value with customers, Harvard Business School Press, Boston.
  60. Prahalad, C. K., Ramaswamy, V. (2004c), Co-creation experiences: the next practice in value creation, Journal of Interactive Marketing, Vol. 18, pp. 5-14.
  61. Prahalad, C. K, Krishanan, M. S. (2008), The new age of innovation, Driving co-created value through global networks, Mc Graw Hill, New York.
  62. Ramaswamy, V. (2008), Co-creating value through customers' experiences: the Nike case, Strategy and Leadership, Vol. 36, No. 5, pp. 9-14.
  63. Ruso Spena, T., Carida, A., Colurcio, M., Mella, M. (2012), Store experience and co-creation: the case of temporary shop, International Journal of Retail and Distribution Management, Vol. 40, No. 1, pp. 21-40.
  64. Ranjan, K. R., Read, S. (2014), Value co-creation: concept and measurement, Journal of the Academy of Marketing Science, DOI 10.1007/s11747-014-0397-2.
  65. Smith, A. (1776), An inquiry into the nature and causes of the wealth of nations, W. Strahan and T. Cadell, London.
  66. Saarijarvi, H., Kannan, P. K., Kussela, H. (2013), Value co-creation: theoretical approaches and practical implications, European Business Review, Vol. 25, No. 1, pp. 6-19.
  67. Sánchez Fernández, R., Iniesta-Bonillo, M. A. (2007), The concept of perceived value: a systematic review of the research, Marketing Theory, Vol. 7, No. 4, pp. 427-451.
  68. Shaw, G., Bailey, A., Williams, A. (2011), Aspects of service-dominant logic and its applications for tourism management: examples from the hotel industry, Tourism Management, Vol. 32, pp. 207-214.
  69. Tanev, S., Knudsen, T., Gerstlberger, W. (2009), Value co-creation as part of an integrative vision of innovation management, Open Source Business Resource, December, available at: http://timreview.ca/article/309 (14.10.2016).
  70. Tanev, S., Bailetti, T., Allen, S., Milyakov, H., Durchev, P., Ruskov, P. (2011), How do value co-creation activities relate to the perceptions of firms' innovativeness?, Journal of Innovation Economics and Management, Vol. 7, No. 1, pp. 131-159.
  71. Tanev, S., Frederiksen, M. (2014), Generative innovation practices, customer creativity, and the adoption of new technology products, Technology Innovation Management Review, February, pp. 5-10.
  72. Theyel, N. (2012), Extending open innovation throughout the value chain by small and medium-sized manufacturers, International Small Business Journal, Vol. 3, No. 3, pp. 256-274.
  73. Vargo, S. L., Lusch, R. F. (2004), Evolving to a new dominant logic for marketing, Journal of Marketing, Vol. 68, No. 1, pp. 1-17.
  74. Vargo, S. L., Lusch, R. F. (2006), Service - dominant logic. What it ss, what it is not, what it might be, in: R. F. Lusch, S. L. Vargo (Eds.), The service dominant logic in marketing. Dialog, debate and directions, Prentice-Hall of India, New Delhi, pp.43-56.
  75. Vargo, S. L., Lusch, R. F. (2008), Service-dominant logic: continuing the evolution, Journal of the Academy of Marketing Science, Vol. 36, pp. 1-10.
  76. Vargo, S. L., Lusch, R. F., Morgan, F. W. (2006), Historical perspectives on service-dominant logic. The servicedominant logic of marketing: dialog, debate, and directions, ME Sharpe, Armonk, pp. 29-42.
  77. Vivek, S. D., Beatty, S. E., Morgan, R. M. (2012), Consumer engagement: exploring customer relationships beyond purchase, Journal of Marketing Theory and Practice, Vol. 20, No. 2, pp. 127-145.
  78. Voyles, B. (2007), Beyond loyalty: meeting the challenge of customer engagement, a report from the economist intelligence unit sponsored by Adobe Systems, available at: http://www.adobe.com/engagement/pdfs/partI.pdf (6.10.2016).
  79. Warnaby, G. (2009), Towards a service-dominant place marketing logic, Marketing Theory, Vol. 9, No. 4, pp. 403-423.
  80. Woodall, T. (2003), Conceptualising 'value for the customer': an attributional, structural and dispositional analysis, Academy of Marketing Science Review, Vol. 12, No. 5, pp. 1-42.
  81. Yi, Y., Gong, T. (2013), Customer value co-creation behavior: scale development and validation, Journal of Business Research, Vol. 66, pp. 1279-1284.
  82. Yin, R. (2011), Qualitative research from start to finish, The Guilford Press, New York.
  83. Zeng, S. X., Xie, X. M., Tam, C. M. (2010), Relationship between cooperation networks and innovation performance of SMEs, Technovation, Vol. 30, No. 181-194.
Cytowane przez
Pokaż
ISSN
2299-9701
Język
eng
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu