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Value, also known as co-creation, is recognized as the outcome of collaborative efforts between both parties. However, knowledge is currently limited regarding the motivations and mechanisms driving customers to engage in co-production and value co-creation. Therefore, the current study aims to investigate co-production in enhancing value co-creation. Previous research has predominantly explored the linear effects of commitment and asset specificity on co-production. To expand on this foundation, our study goes a step further by including the potential quadratic effects of commitment and asset specificity on co-production. Although moderate levels of commitment and asset specificity may enhance co-production, higher levels are implied to possibly impede it. Considering that co-production requires collaboration between customers and service employees, this study includes the characteristics of service employees, such as self-monitoring and self-efficacy, identifying their moderating roles in aiding active co-production and ultimately enhancing the value co-creation.

We employed linear, nonlinear and hierarchical moderated regression analysis to test our hypotheses.

Our findings provide evidence for the positive linear effects and negative quadratic effects between commitment, asset specificity and co-production. The inverted-U relationships suggest an existing optimal commitment and asset specificity that maximize co-production. Results also suggest that co-production influences value co-creation and self-efficacy and self-monitoring positively moderates the relationship between co-production and value co-creation.

By applying the core provisions of S-D logic, this study contributes to marketing literature by analyzing the dyadic process of co-production. Dyadic data collection from both customers and service employees provides a comprehensive understanding of the co-production process, allowing academics to recognize service employees’ self-efficacy and self-monitoring that contribute to effective co-production and value co-creation in service processes.

Co-production is an important process that alters value creation and improves the relationships between service providers and their customers. Such practice allows customers and service employees to access and leverage resources residing in their relationships. Clearly, the marketing-related literature focuses on the bright side of co-production. Nevertheless, the costs and potential negative consequences associated with its dark side must be further investigated. Therefore, this study aims to present a conceptual framework that explores the relationships among co-production, co-production enjoyment, co-production intensity, service effort, and job stress, and their effects on value co-creation, value co-destruction and customer satisfaction.

This study was conducted on the basis of dyadic data; the process incorporates both the customer and the corresponding service employee into a single unit of analysis. The proposed model was tested by using a structural equation model that involves LISREL analyses.

The results of this study indicate that co-production influences co-production enjoyment, co-production intensity, service effort, and job stress. Co-production enjoyment and service effort increase value co-creation, whereas co-production intensity and job stress increase value co-destruction. Value co-creation and value co-destruction have different effects on customer satisfaction.

This study addresses the gap in the extant research and contributes to a better understanding of the double-sided effects of co-production by integrating employees and customers into a single dyadic and comprehensive model.

The purpose of this paper is to examine how customers derive value and switching costs from their own participation conditional on their perceived efficacy of themselves (self-efficacy) and their advisers (adviser-efficacy) in financial services.

Student interviewers approached customers exiting banks with a skip interval of two. The respondents received the questionnaire items translated into Chinese. The final survey sample consists of 220 respondents.

Empirical results confirm that customer participation influences switching costs through customer value. The synergistic effect of self-efficacy and adviser-efficacy moderates the relationships among customer participation, customer value and switching costs. The incongruent levels of self-efficacy and adviser-efficacy can increase customer value and switching costs.

This study looks beyond self-efficacy to demonstrate that the synergistic roles of self-efficacy and adviser-efficacy significantly influence the relationships among customer participation, customer value and switching costs.

This study aims to examine how customers derive satisfaction and affective commitment from their participation in financial services, which is conditional on their relationship length.

Student interviewers approached customers who were exiting banks at two skip intervals in Taiwan. The final survey sample consists of 227 respondents.

Empirical results confirm that optimal customer participation (CP) influences affective commitment through increased customer satisfaction. The optimal level of CP with customer satisfaction and affective commitment is high if the relationship length is long.

This article shows that the marginal benefits of CP on customer satisfaction and affective commitment become negative after an optimum level. Furthermore, relationship length moderates the aforementioned relationships.

The purpose of this paper is to examine how quality dimensions in independently owned online brand communities influence purchase intentions via uncertainty reduction and the role of involvement.

This work validates the model and hypotheses through non-probabilistic sampling. The online questionnaire was made on the website of MySurvey and an invitation letter was posted to the forums. The respondents received the questionnaire items translated into Chinese. The final survey sample consisted of 235 respondents.

Empirical results confirm that as for independently owned online brand communities, their information quality and relationship quality are effective tools for influencing purchase intentions via uncertainty reduction. In addition, the authors demonstrate that involvement has a positively moderating influence on the relationship between uncertainty reduction and purchase intentions.

The current study moves beyond uncertainty reduction to demonstrate that information quality and relationship quality of forums influenced purchase intention via uncertainty reduction and the moderating variable such as involvement.

The purpose of this paper is to analyze how store loyalty forms corporate reputation and store image conditional on prior knowledge and involvement in retailing services.

A convenient sampling technique was employed, in which student interviewers approached customers as they exited the Carrefour stores with a skip interval of 3. The final survey sample comprised 220 respondents.

Empirical results confirm that corporate reputation influences store image and corporate reputation and store image affect store loyalty. In addition, shopper characteristics (i.e. involvement and knowledge) positively moderate the relationships between corporate reputation and store image and store loyalty.

This study goes beyond store loyalty to demonstrate that the cross-over effects between corporate reputation and store image and the moderators of prior knowledge and involvement significantly influence the relationships between corporate reputation and store image and store loyalty.

Value has been conceptualized as the result of co-creation involving service firms and customers. Currently, however, little is known about why and how customers engage in value co-creation with a service firm. Thus, the purpose of this paper is to explore the role of co-production in value co-creation in the context of banking services from the customers’ viewpoint. The literature has consistently examined the linear effects of trust and decision-making uncertainty on co-production. The study extends this research stream by considering the negative quadratic effects of trust and decision-making uncertainty on co-production. Therefore, this study not only examines the linear and negative quadratic effects of trust and decision-making uncertainty on co-production within a single, simultaneous model but also tests the effect of co-production on value co-creation. Moreover, this study includes and explores the moderating effects of service innovativeness and service effort on co-production in determining value co-creation.

The hierarchical moderated regression was used to test the hypotheses.

The findings support the positive linear effects and negative quadratic effects among trust, decision-making uncertainty and co-production. Meanwhile, the results indicate that co-production positively affect value co-creation. Service innovativeness and service effort enhance the effect of co-production on value co-creation.

This study shows the presence of the opportunity of trust and decision-making uncertainty, which confirms the existing literature, and the challenge of trust and decision-making uncertainty, which extends the literature. This study is the first one to shed light on the negative quadratic effects of trust and decision-making uncertainty on co-production. This study also offers insights into value co-creation and thus enhances the current understanding of value phenomena. Academics and practitioners would greatly benefit from a comprehensive understanding of co-production and the associated value co-creation for the parties involved.

The objective of this study is to examine the effect of corporate image, perceived value, and switching costs on customer loyalty in customer/provider relationships of different length.

Five key constructs, namely: corporate image, perceived value, switching costs, customer loyalty, and length of relationship, were employed. Using a systematic sampling technique, student interviewers randomly approached customers exiting hair salons. The final survey sample consisted of 279 respondents.

This paper supports a contingency model with regard to customer loyalty and its antecedents. The results suggest that corporate image impacts customer loyalty in both newer and older relationships. Whereas in newer relationships, corporate image has a cardinal influence on switching costs, in more‐established relationships switching costs are influenced primarily by perceived value. In both cases, switching costs influence customer loyalty.

As extant research claims that relationship quality, and not length, moderates the relationship between loyalty/repurchase behavior and their antecedents, future research could adopt relationship quality as a moderator to test the model of the present study.

The results support the importance of enhancing corporate image to retain newer customers. In longer‐established relationships, corporate image remains a determinant of repurchase decisions. However, customer value also has a significant influence on switching costs and loyalty.

The current study moves beyond customer‐perceived value, switching costs, and corporate image to demonstrate that relationship length has a significant influence on customer loyalty.

This study seeks to understand how elaboration and loyalty programs affect the relative importance of satisfaction and the zone of tolerance (ZOT) in determining customer loyalty to an airline service provider.

Hierarchical moderated regression analysis was used to test the hypotheses.

Customers with high elaboration rely more heavily on satisfaction than the ZOT to maintain customer loyalty. In addition, loyalty programs can decrease the effect of satisfaction on customer loyalty, but cannot increase the strength of the relationship between the ZOT and customer loyalty.

This study is a preliminary attempt to integrate the ZOT and satisfaction in determining customer loyalty in a simultaneous model. The findings suggest that there is a trade‐off between the effects of satisfaction and the ZOT on customer loyalty. Most importantly, the results provide new insights into the loyalty response with regard to dissatisfaction.

Business Process Reengineering (BPR) eliminates non-value-added (NVA) and essential non-value-added (ENVA) waste through radical process redesign to improve organizational operations. Comprehensive research integrating BPR tools is needed to understand their benefits for manufacturing firms. This research presents an integrated BPR-simulation framework tailored to the manufacturing sector to maximize process improvements and operational excellence.

The BPR design methodology adopts a systematic, multi-stage approach. The first phase involves identifying a specific improvement process aligned with BPR's core objectives. This phase analyses and redesigns workflows to optimize task sequences, roles, and stakeholder interactions while eliminating redundancies and inefficiencies via Workflow Process Reengineering. Visual process mapping tools, including VSM and simulation, pinpoint areas of waste, delay, and potential enhancement. The second phase follows the workflow analysis and aims to improve efficiency and effectiveness by redefining roles, rearranging tasks, and integrating automation and technology solutions. The redesigned process undergoes evaluation against key performance indicators to ensure measurable improvements are achieved. The final phase validates the proposed changes through simulation models, assesses the impact on key performance metrics, and establishes the necessary infrastructure for successful implementation. The proposed model is empirically validated through a case study of a leading apparel company in Vietnam, confirming its effectiveness.

The findings reveal that NVA activities are being eliminated, and ENVA activities in key departments are significantly reduced. This yielded a substantial improvement, reducing 25 out of 186 combined ENVA and NVA operations in the sewing facility, involving a decrease of 15 ENVA operations and the removal of 10 NVA operations. Consequently, this led to an 8.5% reduction in the proportion of ENVA operations, accompanied by a complete 100% elimination of NVA activities.

The single case study limits generalizability; thus, expanded implementation across diverse manufacturing sub-sectors is required to establish validity and broader applicability of the integrated framework.

The experimental results highlight the proposed model's effectiveness in optimizing resource utilization and its practical implementation potential. This structured BPR methodology enables organizations to validate, evaluate, and establish proposed process changes to enhance operational performance and productivity.