How to Improve Value Creation by Service Interaction: The Role of Customer-Environment Fit and Efficacy.

Liang Hong,Hongyan Yu,Tingyi Wang

doi:10.3389/fpsyg.2020.01231

Liang Hong, Hongyan Yu + Show 1 more

Open Access

https://doi.org/10.3389/fpsyg.2020.01231

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Abstract

Under the service-dominant logic, the interactions between employee and customer create opportunities for value creation. Yet, prior research has ignored the underlying mechanism by which service interaction might improve customer value creation. This study develops a conceptual model of customer–environment fit (C–E fit) from the perspective of customer and conducts empirical research to examine the mediating effect of C–E fit between service interaction and customer value creation and the associated boundary conditions. With data from 435 customer questionnaires, the results show that service interaction has a positive effect on value creation (utilitarian and hedonic); customer–product fit and customer–employee fit act as mediators between service interaction and value creation; customer self-efficacy moderates the mediating effects of two mediators on the relationship between service interaction and value creation; customer other-efficacy only moderates the mediating effects of customer–employee fit on the relationship between service interaction and value creation. Theoretical and practical implications are further discussed.

Highlights

From new marketing logic, enterprises can co-create value following acceptance of value propositions by customers, but cannot create and/or deliver value independently (Vargo and Lusch, 2008)
We develop a conceptual model based on individual–environment fit theory and conduct empirical research to examine the effect of service interaction on customer value creation and the associated boundary conditions
We present moderated mediation models to examine the moderating effects of customer self-efficacy and other-efficacy on the mediating effects of customer–environment fit on the relationship between service interaction and customer value creation

Summary

INTRODUCTION

Enterprises can co-create value following acceptance of value propositions by customers, but cannot create and/or deliver value independently (Vargo and Lusch, 2008). The following hypotheses are proposed: H4a: Customer self-efficacy moderates the mediating effect of customer–product fit on the relationship between service interaction and utilitarian value, such that the indirect effect of service interaction on utilitarian value via customer–product fit is stronger for higher levels of customer self-efficacy. The following hypotheses are proposed: H5a: Customer self-efficacy moderates the mediating effect of customer–employee fit on the relationship between service interaction and utilitarian value, such that the indirect effect of service interaction on utilitarian value via customer–employee is stronger for higher levels of customer self-efficacy. We proposed the following hypotheses: H6a: Customer other-efficacy moderates the mediating effect of customer–product fit on the relationship between service interaction and utilitarian value, such that the indirect effect of service interaction on utilitarian value via customer–product fit is stronger for higher levels of customer other-efficacy. H7b: Customer other-efficacy moderates the mediating effect of customer–employee fit on the relationship between service interaction and hedonic value, such that the indirect effect of service interaction on hedonic value via customer–employee fit is stronger for higher levels of customer other-efficacy

METHOD

RESULTS

Common Method Biases

Limitations and Further

ETHICS STATEMENT