How HR flexibility contributes to customer value co-creation behavior

Abstract

Purpose – Service-dominant logic perspective underscores the role of customers as value co-creators for an organization. The purpose of this paper is to build the understanding of how HR flexibility contributes to customer value co-creation behavior through mediating roles of employees’ role breadth self-efficacy and customer-organization identification and also to assess the interaction between CSR and role breadth self-efficacy in predicting customer-organization identification, leading to a higher level of customer value co-creation behavior. Design/methodology/approach – Responses to the questionnaire survey came from 214 managers and 427 sales employees from 62 software companies, and 427 purchase managers of their customer companies in Vietnam context. Findings – Research findings confirmed the path from HR flexibility to customer value co-creation behavior through the mediating mechanisms of role breadth self-efficacy and customer-organization identification. The research data also provided evidence for the role of CSR in enhancing the effect of employees’ role breadth self-efficacy on customer-organization identification. Originality/value – The novel relationship between HR flexibility and customer value co-creation behavior extends both HRM and service-dominant logic literature. The moderation mechanism of CSR for that relationship further converges CSR into HRM research stream.