||Antecedents and consequences of value co-creation behaviors－ Evidence from Kaohsiung public bike sharing system
||Department of Transportation & Communication Management Science
value co-creation behavior
customer participation behavior
customer citizenship behavior
In the management direction of service industry, the concept has been changed from the production-oriented to the service-oriented. The former suggests the relationship between the companies and customers is the one way during all the service process, for example, communication by consuming the product to the customers from company; the latter focuses on the dialog between the company and the customer for jointing to create a service, for example, by using the self-service technology (SST) during the communication between the customers and company. The latter with the service-dominant (S-D) logic is called value co-creation activity. Dong et al. (2008) supported that when customers participate in the SST, they are more likely to report higher levels of role clarity, perceived value of future co-creation, satisfaction with the service recovery, and intention to co-create value in the future. Hence, Payne et al. (2008) proposed that the company plays the role of supporting the customer for completing his co-creation activities by providing him relative information and necessary resources. In conclusion, S-D logic has changed the view of company–customer communication (Payne et al., 2008). Therefore, this study is to examine the antecedents and consequences of value co-creation behavior with the evidence from the Kaohsiung public bike sharing system (KPBSS).
The sample of this study mainly focuses on the five top using rate stops and the minor stops. The total effective sample number is 394 and the data analysis is conducted by the SPSS 17.0 and Lisrel 8.52. There are the main conclusions as follows. The first is that the results revealed customer readiness to be positively significant with the customer value co-creation behavior. The second is that the results are in expectation in the relationship between the customer value co-creation behavior and the benefits of the customer. The third is that the results support company’s benefits including customer satisfaction and customer loyalty are significantly positively influenced by the customer’s benefits. The last is that the experience of using KPBSS is an implication of service system, different from the traditional consumption way for creating the service innovation, which is the main purpose of service science.
Chapter 1 Introduction 1
1.1 Research background 1
1.2 Research motivation 4
1.3 Research purpose 4
1.4 Research scope and object 5
1.5 Research procedure 5
Chapter 2 Literature Review 9
2.1 Bike sharing 9
2.2 Value co-creation behavior 14
2.3 Customer readiness 18
2.4 Creation value and co-creation value 20
2.5 Benefits of the customer and company 21
2.5.1 Benefits of the customer 21
22.214.171.124 Perceived value 22
126.96.36.199 Participation enjoyment 23
2.5.2 Benefits of the company 25
188.8.131.52 Customer satisfaction 26
184.108.40.206 Customer loyalty 26
Chapter 3 Methodology 28
3.1 Research framework 28
3.2 Research hypothesis development 29
3.2.1 The relationships between customer readiness and value co-creation behavior 29
3.2.2 The relationships between customer value co-creation behavior and the customer’s and company’s benefits 31
3.3 Operational definition and questionnaire design 34
3.3.1 Customer readiness 35
3.3.2 Value co-creation behavior 37
3.3.3 Benefits of the customer and company 40
3.4 Data collection 42
3.5 Data analysis 44
3.5.1 Descriptive statistics 44
3.5.2 Reliability analysis 44
3.5.3 Structural equation modeling (SEM) 44
Chapter 4 Analysis and Results 46
4.1 Sample characteristics 46
4.2 Reliability analysis 50
4.3 Estimation results of overall model 52
4.3.1 The measurement model 53
4.3.2 The structural model 58
Chapter 5 Conclusions and suggestions 61
5.1 Conclusions and discussion 61
5.2 Practical implications 63
5.3 Limitations and directions for future research 64
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