TY - JOUR
T1 - Linking positive psychological capital with customer value co-creation
AU - Lee, Yi Hsuan
AU - Hsiao, Chan
AU - Chen, Yee Chen
N1 - Publisher Copyright:
© 2017, © Emerald Publishing Limited.
PY - 2017
Y1 - 2017
N2 - Purpose: This study aims to identify the driving forces of customer value co-creation (VCC) that occur through employee positive psychological capital (PPC), employee service-oriented organizational citizenship behavior (SOOCB) and customer brand experience (BE). Design/methodology/approach: In total, 493 valid samples were retrieved from 30 hotels in Taiwan. Hierarchical linear modeling was used to extensively and accurately examine customer VCC from a cross-level perspective. Findings: The results showed that employee PPC was not positively related to customer VCC, that employee PPC affected customer VCC indirectly through the mediating effect of employee SOOCB and that the relationship between employee SOOCB and customer VCC was positively moderated by customer BE. Originality/value: First, this study investigated the customer VCC driving forces through the role of the employee, and thus advances the customer VCC field. Second, it identified employee SOOCB as a key mediating mechanism that links the indirect relationship between employee PPC and customer VCC. Third, it identified customer BE as a key moderating mechanism in the relationship between employee SOOCB and customer VCC. Fourth, regarding methodology, few studies investigate VCC through a cross-level approach. The present study used hierarchical linear modeling to extensively and accurately examine customer VCC and its cross-level relationships, thus providing greater research value compared with single-level analysis. Finally, the result findings suggest that organizational leaders should enhance the PPC of employees in furtherance of encouraging the employees to perform extra-role SOOCB, which makes customer co-creation behavior, and ultimately, contributes to managerial practice.
AB - Purpose: This study aims to identify the driving forces of customer value co-creation (VCC) that occur through employee positive psychological capital (PPC), employee service-oriented organizational citizenship behavior (SOOCB) and customer brand experience (BE). Design/methodology/approach: In total, 493 valid samples were retrieved from 30 hotels in Taiwan. Hierarchical linear modeling was used to extensively and accurately examine customer VCC from a cross-level perspective. Findings: The results showed that employee PPC was not positively related to customer VCC, that employee PPC affected customer VCC indirectly through the mediating effect of employee SOOCB and that the relationship between employee SOOCB and customer VCC was positively moderated by customer BE. Originality/value: First, this study investigated the customer VCC driving forces through the role of the employee, and thus advances the customer VCC field. Second, it identified employee SOOCB as a key mediating mechanism that links the indirect relationship between employee PPC and customer VCC. Third, it identified customer BE as a key moderating mechanism in the relationship between employee SOOCB and customer VCC. Fourth, regarding methodology, few studies investigate VCC through a cross-level approach. The present study used hierarchical linear modeling to extensively and accurately examine customer VCC and its cross-level relationships, thus providing greater research value compared with single-level analysis. Finally, the result findings suggest that organizational leaders should enhance the PPC of employees in furtherance of encouraging the employees to perform extra-role SOOCB, which makes customer co-creation behavior, and ultimately, contributes to managerial practice.
KW - Brand management
KW - Employee development
UR - http://www.scopus.com/inward/record.url?scp=85018360356&partnerID=8YFLogxK
U2 - 10.1108/IJCHM-05-2015-0266
DO - 10.1108/IJCHM-05-2015-0266
M3 - 期刊論文
AN - SCOPUS:85018360356
SN - 0959-6119
VL - 29
SP - 1235
EP - 1255
JO - International Journal of Contemporary Hospitality Management
JF - International Journal of Contemporary Hospitality Management
IS - 4
ER -