{"id":4275,"date":"2017-01-05T20:26:40","date_gmt":"2017-01-06T01:26:40","guid":{"rendered":"http:\/\/www.servsig.org\/wordpress\/?p=4275"},"modified":"2017-01-05T21:19:10","modified_gmt":"2017-01-06T02:19:10","slug":"service-articles-in-the-journal-of-business-research-nov-2016-2","status":"publish","type":"post","link":"https:\/\/www.servsig.org\/wordpress\/2017\/01\/service-articles-in-the-journal-of-business-research-nov-2016-2\/","title":{"rendered":"Service Articles in the Journal of Business Research (Dec 2016)"},"content":{"rendered":"

For more information about the alert system methodology go here<\/a><\/em><\/p>\n

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Pera, R., N. Occhiocupo and J. Clarke (2016): Motives and resources for value co-creation in a multi-stakeholder ecosystem: A managerial perspective,<\/strong> Journal of Business Research<\/em>, 69(10), pp. 4033-4041<\/p>\n

Addressing the recent appreciation of value co-creation lying with multiple stakeholders beyond the consumer, this paper explores the motives and resources for value co-creation within a multi-stakeholder ecosystem using a case study research design. The study\u2019s context is the Universal Exposition 2015, an ecosystem comprising disparate actors, analyzing their experiences of value co-creation from a managerial perspective. Findings show that key motives to participate in such multi-stakeholder value co-creation are reputation enhancement, experimentation, and relationship building. Through innovative resource integration practices and individual leadership characteristics, a polyphonic process of co-creation emerges that builds upon the diverse and conflicting identities. Moreover, fundamental enablers of multi-stakeholder value co-creation are trust, inclusiveness, and openness. The paper offers managerial implications with specific suggestions for harnessing value co-creation among stakeholders in multi-stakeholder ecosystems through shared purpose definition, gatekeeper identification and infrastructure design.<\/p>\n

Link: http:\/\/dx.doi.org\/ http:\/\/dx.doi.org\/10.1016\/j.jbusres.2016.03.047<\/a> [Google<\/a>]<\/em><\/p>\n

Alexander, A., C. Teller and A. L. Roggeveen (2016): The boundary spanning of managers within service networks, <\/strong>Journal of Business Research<\/em>, 69(12), pp. 6031-6039<\/p>\n

This research examines how managers act as a boundary spanner in two types of boundary-spanning relationships and how their boundary-spanning activities provide support for customer value creation in service networks. Using an embedded case design in three shopping centers, the results from interviews with retail store managers and shopping center managers indicate that store managers span boundaries between both the parent organization and the shopping center and between the shopping center and customers. Analysis reveals six types of boundary-spanning activities. Four serve to represent the organization (service delivery, coordination, guarding, and external communication), while two are informational in nature (outbound information collection and relay, and inbound information collection and relay). This research highlights the wide range of activities a manager can undertake to improve the competitiveness of a company and service network by enhancing customer value<\/p>\n

Link: http:\/\/dx.doi.org\/ 10.1016\/j.jbusres.2016.05.018<\/a> [Google<\/a>]<\/em><\/p>\n

Ceric, A., S. D’Alessandro, G. Soutar and L. Johnson (2016): Using blueprinting and benchmarking to identify marketing resources that help co-create customer value, <\/strong>Journal of Business Research<\/em>, 69(12), pp. 5653-5661<\/p>\n

Resource based theory (RBT), also known as the resource-based view, emphasizes resources as essential for building organizational competitive advantage. However, which competencies are essential for enhancing customer value remains unclear. Blueprinting and benchmarking are applied in this paper to demonstrate the process of identifying resources that are specific to co-creating customer value. This has important implications for the management of key marketing resources. Based on the case study results, application of the proposed methods suggests a new avenue for extending RBT application to the area of service management and in the development of service offerings<\/p>\n

Link: http:\/\/dx.doi.org\/ 10.1016\/j.jbusres.2016.03.073<\/a> [Google<\/a>]<\/em><\/p>\n

Kim, S., G. Park, Y. Lee and S. Choi (2016): Customer emotions and their triggers in luxury retail: Understanding the effects of customer emotions before and after entering a luxury shop, <\/strong>Journal of Business Research<\/em>, 69(12), pp. 5809-5818<\/p>\n

This research divides customers’ on-site luxury shopping experiences into two stages\u2014before and after entering a luxury shop\u2014and then examines the effect of specific customer emotions in each stage. In detail, this study examines the impact of customer emotions before entering the store on their evaluations of in-store service quality, that of customer evaluations of each quality dimension on their in-store emotions, and that of in-store emotions on customer attitudes toward the brand. Further, this research tests the moderating effect of customers’ personal attributes such as brand familiarity and shopping motive. Results demonstrate the importance of differentiating and managing customer emotions before and after entering a luxury shop and offer several insights into how to customize luxury customer service efforts to enhance customers’ brand attitudes<\/p>\n

Link: http:\/\/dx.doi.org\/ 10.1016\/j.jbusres.2016.04.178<\/a> [Google<\/a>]<\/em><\/p>\n

Lunardo, R., D. Roux and D. Chaney (2016): The evoking power of servicescapes: Consumers’ inferences of manipulative intent following service environment-driven evocations, <\/strong>Journal of Business Research<\/em>, 69(12), pp. 6097-6105<\/p>\n

Interactions between consumers and the servicescape favor value creation. To this regard, the potential influence of the servicescape on consumer service experience is of most importance. While consumers have been perceived as active and willing to co-create value, this research shows that this is not the case when the servicescape triggers inferences of manipulative intent (IMI) and consumers consequently exhibit lower shopping intentions. In particular, in a context where the literature has overlooked how incongruency may affect IMI, this research focuses on how consumers react when the evocations driven from the servicescape contradict product properties. More specifically, this research investigates how discrepancies between (1) the actual properties of the merchandise and (2) those that are driven by the servicescape lead to IMI and subsequent shopping intentions. Results from an experiment demonstrate that when the evoked and actual properties of the merchandise are incongruent, consumers tend to infer that the servicescape is manipulative, resulting in a decrease in shopping intentions<\/p>\n

Link: http:\/\/dx.doi.org\/ 10.1016\/j.jbusres.2016.06.017<\/a> [Google<\/a>]<\/em><\/p>\n

Paulssen, M., A. Leischnig, B. S. Ivens and M. M. Birk (2016): Relational norms in customer\u2013company relationships: Net and configurational effects,<\/strong> Journal of Business Research<\/em>, 69(12), pp. 5866-5874<\/p>\n

Relational norms as implicit rules of conduct have vital roles for the functioning of commercial and non-commercial relationships. This research further illuminates relational norms in customer\u2013company relationships by examining antecedents that contribute to the development of relational norms and consequences that arise after a relational transgression. To test these effects, this research conducts a study with 198 customers of a financial services provider and analyzes the data using structural equation modeling (SEM) and fuzzy-set Qualitative Comparative Analysis (fsQCA). The results of this research offer new insights into the net effects and the configurational effects of relationship-quantity factors and relationship-quality factors for the development of relational norms. In addition, the findings of this research deepen the understanding of how relational norms relate to customers’ reactions to relationship transgression by demonstrating amplifier and buffer effects<\/p>\n

Link: http:\/\/dx.doi.org\/ 10.1016\/j.jbusres.2016.04.101<\/a> [Google<\/a>]<\/em><\/p>\n

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Reimer, T. and M. Benkenstein (2016): When good WOM hurts and bad WOM gains: The effect of untrustworthy online reviews, <\/strong>Journal of Business Research<\/em>, 69(12), pp. 5993-6001<\/p>\n

As a form of word of mouth (WOM), online reviews are used to reduce uncertainty about service or product quality and to direct consumer attitudes and behavior through the valence of the review. However, because the communication partner is anonymous, there is a degree of uncertainty regarding whether the review is trustworthy. This paper considers the moderating effect of review trustworthiness on the relationship between review valence and purchase intention. It takes into account the availability of review argumentation and review skepticism as a result of prior persuasion experience as influences on review trustworthiness. Specifically, two scenario-based experiments are used. The results show that trustworthy reviews influence purchase intention in the same direction as review valence. However, untrustworthy reviews cause a \u201cboomerang effect,\u201d so that positive reviews decrease and negative reviews increase purchase intention as a result of reactant behavior. The results are discussed, and practical implications for companies are suggested<\/p>\n

Link: http:\/\/dx.doi.org\/ 10.1016\/j.jbusres.2016.05.014<\/a> [Google<\/a>]<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

For more information about the alert system methodology go here Pera, R., N. Occhiocupo and J. Clarke (2016): Motives and resources for value co-creation in a multi-stakeholder ecosystem: A managerial perspective, Journal of Business Research, 69(10), pp. 4033-4041 Addressing the recent appreciation of value co-creation lying with multiple stakeholders beyond the consumer, this paper explores […]<\/p>\n","protected":false},"author":1,"featured_media":3835,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[168],"tags":[],"_links":{"self":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts\/4275"}],"collection":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/comments?post=4275"}],"version-history":[{"count":2,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts\/4275\/revisions"}],"predecessor-version":[{"id":4281,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/posts\/4275\/revisions\/4281"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/media\/3835"}],"wp:attachment":[{"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/media?parent=4275"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/categories?post=4275"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.servsig.org\/wordpress\/wp-json\/wp\/v2\/tags?post=4275"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}