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How HR flexibility contributes to customer value co-creation behavior

How HR flexibility contributes to customer value co-creation behavior PurposeService-dominant logic perspective underscores the role of customers as value co-creators for an organization. The primary aim of this research is to build the understanding of how HR flexibility contributes to customer value co-creation behavior through mediating roles of employees’ role breadth self-efficacy and customer-organization identification. The study also seeks to assess the interaction between CSR and role breadth self-efficacy in predicting customer-organization identification, leading to a higher level of customer value co-creation behavior.Design/methodology/approachResponses to the questionnaire survey came from 214 managers and 427 sales employees from 62 software companies, and 427 purchase managers of their customer companies in Vietnam context.FindingsResearch findings confirmed the path from HR flexibility to customer value co-creation behavior through the mediating mechanisms of role breadth self-efficacy and customer-organization identification. The research data also provided evidence for the role of CSR in enhancing the effect of employees’ role breadth self-efficacy on customer-organization identification.Originality/valueThe novel relationship between HR flexibility and customer value co-creation behavior extends both HRM and service-dominant logic literature. The moderation mechanism of CSR for that relationship further converges CSR into HRM research stream. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Marketing Intelligence & Planning Emerald Publishing

How HR flexibility contributes to customer value co-creation behavior

Marketing Intelligence & Planning , Volume 34 (5) – Aug 1, 2016

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References (84)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0263-4503
DOI
10.1108/MIP-09-2015-0186
Publisher site
See Article on Publisher Site

Abstract

PurposeService-dominant logic perspective underscores the role of customers as value co-creators for an organization. The primary aim of this research is to build the understanding of how HR flexibility contributes to customer value co-creation behavior through mediating roles of employees’ role breadth self-efficacy and customer-organization identification. The study also seeks to assess the interaction between CSR and role breadth self-efficacy in predicting customer-organization identification, leading to a higher level of customer value co-creation behavior.Design/methodology/approachResponses to the questionnaire survey came from 214 managers and 427 sales employees from 62 software companies, and 427 purchase managers of their customer companies in Vietnam context.FindingsResearch findings confirmed the path from HR flexibility to customer value co-creation behavior through the mediating mechanisms of role breadth self-efficacy and customer-organization identification. The research data also provided evidence for the role of CSR in enhancing the effect of employees’ role breadth self-efficacy on customer-organization identification.Originality/valueThe novel relationship between HR flexibility and customer value co-creation behavior extends both HRM and service-dominant logic literature. The moderation mechanism of CSR for that relationship further converges CSR into HRM research stream.

Journal

Marketing Intelligence & PlanningEmerald Publishing

Published: Aug 1, 2016

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