Search results

1 – 4 of 4
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 1 April 2022

Li-Wei Wu, Ellen Rouyer and Chung-Yu Wang

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…

1181

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Bank Marketing, vol. 40 no. 4
Type: Research Article
ISSN: 0265-2323

Keywords

Access Restricted. View access options
Article
Publication date: 20 August 2019

Li-Wei Wu, Chung-Yu Wang and Ellen Rouyer

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…

1147

Abstract

Purpose

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.

Design/methodology/approach

The hierarchical moderated regression was used to test the hypotheses.

Findings

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.

Originality/value

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.

Details

International Journal of Bank Marketing, vol. 38 no. 1
Type: Research Article
ISSN: 0265-2323

Keywords

Access Restricted. View access options
Article
Publication date: 16 May 2016

Ellen Rouyer

– The purpose of this paper is to empirically assess the effect, if any, of family ownership and busy boards on companies’ Tobin’s Q and cash holdings in France.

1535

Abstract

Purpose

The purpose of this paper is to empirically assess the effect, if any, of family ownership and busy boards on companies’ Tobin’s Q and cash holdings in France.

Design/methodology/approach

Using a multiple regression analysis for panel data, the author investigate the impacts of being family-owned and of multiple directorships on cash holdings and then on Tobin’s.

Findings

Family ownership seems to have no significant effect. The most significant finding is that family-owned companies are smaller and work in the manufacturing and construction sectors compared to non-family-owned companies. However, multiple directorship is not negatively related to firm performance in France.

Research limitations/implications

The current study focusses solely on France, which, even though different from the more usual American perspective, is not enough to make broad generalizations. It is however, a useful step toward better understanding the issues at hand. International data on family firms and busy boards, while hard to come by, would further enhance the knowledge of corporate governance.

Originality/value

It is interesting to know if family-owned companies and those with multiple directorships perform differently from others, especially in a context where organizations can choose between a one-tier or two-tier system of governance, as is the case in France.

Details

Management Decision, vol. 54 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

Access Restricted. View access options
Article
Publication date: 8 June 2021

Malaya Ranjan Mohapatra and Chandra Sekhar Mishra

This study aims to reconcile the contradictory findings of multiple directorships (MD) and its impact on firm performance. The present work incorporates the industry experience of…

491

Abstract

Purpose

This study aims to reconcile the contradictory findings of multiple directorships (MD) and its impact on firm performance. The present work incorporates the industry experience of busy directors into the picture and examines its impact on firm performance.

Design/methodology/approach

Data are collected for 345 non-financial National Stock Exchange listed firms from Bloomberg, Centre for Monitoring Indian Economy ProwessIQ database and company annual reports from the financial year 2008–2009 to 2017–2018. The industry and year fixed effect panel regression models are used for both business group and non-business group (NBG) firms.

Findings

The study reconciled the contradictory findings between MD and the performance of a firm. The results claim that firms having non-executive directors on board with similar industry experience positively influence the firm performance while board having non-executive directors with diverse industry experience establish an adverse relationship. The results are similar for both group affiliated and non-group affiliated firms in India. Further analysis through interaction effect reveals that the presence of more busy outside directors on board irrespective of their industry experience, i.e. similar or diverse, reduces the performance of a NBG affiliated firm.

Research limitations/implications

The findings of the study contribute to the existing literature and tries to establish a strong argument for MD by incorporating industry experience. The present work considers non-financial listed firms, while financial firms and industry experience of outside directors in other emerging economies can be studied to draw additional insights into the existing literature.

Practical implications

Both regulatory bodies and firms should consider the industry experience of non-executive directors for enhancing firm performance.

Originality/value

Existing studies highlight the contradictory arguments for MD and firm performance. The current study incorporates the industry experience of non-executive directors, either in a similar or diverse industry, for the empirical analysis to reconcile the contradictory findings. The present work suggests that a firm should appoint non-executive directors with similar industry experience to enhance firm performance.

Details

Accounting Research Journal, vol. 34 no. 6
Type: Research Article
ISSN: 1030-9616

Keywords

1 – 4 of 4
Per page
102050