Exploring Service Employees’ Involvement in Customer Value Co-Creation : Dimensions, Antecedents and Consequences

Most of the previous studies on the value co-creation among organizations, employees, and customers largely focused on either the organization’s or the customer’s involvement in value co-creation; there is a paucity of research examining how employees are involved in the process in facilitating customer value co-creation. The reciprocal interactions between the customers and frontline employees are not well understood. To fill in this gap, a scale of employee involvement in customer value co-creation is developed first (study 1), and a theoretical model that investigates the antecedents and consequences of employee involvement in customer value co-creation is tested (study 2). The results show that both customer orientation and perceived organizational support are positively associated with employee involvement in customer value co-creation, which in turn influences employees’ job satisfaction and job stress. Moreover, firm cross-functional cooperation strengthens the relationship between perceived organizational support and employee involvement in customer value co-creation