Abstract
This paper investigates whether gamified experiences in a multi-actor service ecosystem can be used to encourage customers’ information exchange behavior. Furthermore, it examines the impact of customers’ knowledge sharing attitude on the relationship between experiential value and customers’ information exchange behavior. Structural equation modeling was used to assess these dynamic relationships and provide a scalable measurement instrument that can be applied to gamified experiences ranging from simple customer-interface interactions, all the way up to multi-actor service ecosystems. Our findings support the notion that managers can use gamification to foster information exchange and thereby value co-creation between customers and employees directly, without necessarily having to change customers attitudes first. The findings also suggest that gamification can be applied successfully in cases of large groups of people with widely varying characteristics, backgrounds, and motivations. Additionally, our research indicates that experiential value is a suitable candidate for a consistent measurement instrument for gamification. This study is the first to apply a holistic experiential value approach to a gamified experience that simultaneously accounts for customers’ interactions with a multisensory physical environment, their personal interactions with employees, and their interactions with other customers.
Highlights
While modern customers are becoming more and more knowledge able (e.g., Bagheri, Kusters, & Trienekens, 2019; Prahalad & Ram aswamy, 2004; Verhoef, Kannan, & Inman, 2015), companies increasingly face the challenge of acquiring customer-related knowl edge, as it is considered to be crucial for the provision of products and services that meet customer demands (Bagheri et al, 2019)
This paper investigates whether gamified experiences in a multi-actor service ecosystem can be used to encourage customers’ information exchange behavior
G., Hamari & Koivisto, 2014; Harwood & Garry, 2015; Kuo & Chuang, 2016) and gamification increasingly draws the attention of both aca demics and practitioners due to its power to generate experiential value for customers (e.g., Eppmann, Bekk, & Klein, 2018; Hammedi, Leclerq, & Van Riel, 2017; Leclercq, Poncin, Hammedi, Kullak, & Hollebeek, 2020)
Summary
While modern customers are becoming more and more knowledge able (e.g., Bagheri, Kusters, & Trienekens, 2019; Prahalad & Ram aswamy, 2004; Verhoef, Kannan, & Inman, 2015), companies increasingly face the challenge of acquiring customer-related knowl edge, as it is considered to be crucial for the provision of products and services that meet customer demands (Bagheri et al, 2019). The concept of gamification has been explored previously in areas such as marketing (e.g., Berger, Schlager, Sprott, & Herrmann, 2018; Hofacker, de Ruyter, Lurie, Manchanda, & Donaldson, 2016; Mishra & Malhotra, 2020; Müller-Stewens, Schlager, Haubl, & Herrmann, 2017; Whittaker, Mulcahy, & Russell-Bennett, 2021), and retailing (Poncin, Garnier, Ben Mimoun, & Leclercq, 2017), e-commerce (Zhang, Shao, Li, & Feng, 2020), tourism (Hsiao & Tang, 2021), health management (Spil, Romijnders, Sundaram, Wickramasinghe, & Kijl, 2021; Windasari, Lin, & Kato-Lin, 2021) and there is evidence that gameful experiences can increase user engagement (Bitrian, Buil, & Catalan, 2021), influence customer behavior (Rodrigues, Costa, & Oliveira, 2016) and foster Considering that gamified experiences may be applied in a number of different ways, we believe an investigation into successful parings between experiential and behavioral outcomes is necessary (Liu, Santhanam, & Webster, 2017)
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