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Customer participation in services: domain, scope, and boundaries

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Abstract

Extant service research considers several aspects of customer participation (CP) but lacks a clear and inclusive typology that delineates CP’s domain, scope, or boundaries. To address this gap, the authors build on a review of extant literature and propose a typology to classify CP into three categories—mandatory, replaceable, and voluntary. They demonstrate how this proposed typology improves the conceptual and empirical clarity of CP research. More specifically, the authors (1) suggest using “customer participation” to replace other terminologies such as coproduction and cocreation to reduce confusion; (2) conceptualize CP, customer engagement, and customer innovation as related but distinct concepts; (3) use the proposed typology to extend existing conceptualizations, integrate prior empirical research, and reconcile conflicting findings. Building on the enhanced conceptual clarity, managerial implications and future research directions are discussed.

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Notes

  1. The Web Appendix presents the detailed procedures used in the selection of the literature.

  2. We retained more than 80 empirical articles in our pool; this number is comparable to other recent CP review articles (e.g., 35 studies in Chang and Taylor 2016, 121 articles in Mustak et al. 2016, 53 articles in Ranjan and Read 2016). Mustak et al. (2016) include 68 theoretical articles and 45 articles in the business-to-business, government, or other related contexts; excluding this group of articles gives a comparable number of articles to ours.

  3. We adopt the commonly used conceptualization of customer engagement in the literature (e.g., Brodie and Hollebeek 2011; van Doorn et al. 2010), which regards customer engagement as going beyond specific service transactions. This differs from Pansari and Kumar (2016), who view it as including both direct (e.g., purchase) and indirect (e.g., referral, feedback) customer contributions that go beyond transactions. Furthermore, customer engagement has recently been discussed in the broader context of customer experience and customer relationship management (e.g., Venkatesan 2017; Harmeling et al. 2016; the 2017 special issue of JAMS on “Understanding and Managing Customer Engagement through Customer Relationship Management”).

  4. The conceptual distinction between CP and customer engagement herein is built on the need to differentiate their respective domains and the empirical confusion exhibited in prior research. Our conceptual separation does not address the different mechanisms involved in their respective effects on service outcomes and the resulting differences in such outcomes; such process details are beyond the scope of our research and are left for future explorations.

  5. Traditional innovation literature incorporates different sets of outcome variables from the CP research. For example, constructs such as speed to market, effectiveness of research-and-development collaboration, degree of newness to the market, and financial efficiency serve to evaluate innovation outcomes; CP research focuses on variables (e.g., customer satisfaction, willingness to pay) that are related to individual customers and particular transactions. We revisit the nature of the outcome variables subsequently.

  6. Although we primarily focus on articles summarized in Table 2, we also include other conceptual articles in the broader CP domain to augment the themes arising from the table.

  7. These counts do not include those studies in Table 1 that examine customer engagement only (e.g. Algesheimer et al. 2010; Dabholkar and Sheng 2012) or mix customer engagement with some part of CP (e.g., Bettencourt 1997; Chen et al. 2011).

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Acknowledgements

The authors appreciate the constructive guidance of the Editor-in-Chief, special issue editors, and anonymous reviewers. An earlier version of the paper appears as Marketing Science Institute (MSI) Working Paper 16-117. The authors are grateful for feedback from MSI Executive Director Professor Katherine Lemon and MSI’s research committee.

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  1. Department of Marketing, College of Business and Economics, Lehigh University, Bethlehem, PA, 18015, USA

    Beibei Dong & K. Sivakumar

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  1. Beibei Dong
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Dong, B., Sivakumar, K. Customer participation in services: domain, scope, and boundaries. J. of the Acad. Mark. Sci. 45, 944–965 (2017). https://doi.org/10.1007/s11747-017-0524-y

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