组织顾客参与的双刃剑效果及治理机制研究——基于服务主导逻辑和交易成本理论的实证分析
外国经济与管理 2015 年 第 37 卷第 07 期, 页码:
摘要
参考文献
摘要
让顾客参与到新产品开发之中正变得越来越普遍。然而,虽然现有相关文献大多认为顾客参与是有利的,但在实践中,顾客参与也会导致顾客与供应商之间的各种冲突,从而对产品创新绩效产生显著的负面影响。本文基于174份来自高新技术企业产品经理和战略经理的配对问卷,明确验证了顾客参与的双刃剑效果——顾客参与在促进供应商与顾客双方长期合作意向的同时,也会造成双方的冲突。在此基础上,本文验证了长期合作意向和冲突行为对供应商产品创新绩效的异质性作用。接着,本文深入探讨了正式的(正式控制)和非正式的(关系灵活性)关系治理机制在顾客参与中所扮演的角色,以期为供应商对顾客参与的管理和利用实践提供参考。
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[2]Athaide G A and Stump R L. A taxonomy of relationship approaches during product development in technologybased,industrial markets[J]. Journal of Product Innovation Management,1999,16(5):469-482.
[3]Athaide G A and Klink R R. Managing sellerbuyer relationships during new product development[J]. Journal of Product Innovation Management,2009,26(5):566-577.
[4]Athaide G A and Zhang J Q. The determinants of sellerbuyer interactions during new product development in technologybased industrial markets[J]. Journal of Product Innovation Management,2011,28(s1):146-158.
[5]Bagozzi R P. Evaluating structural equation models with unobservable variables and measurement error:A comment[J]. Journal of Marketing Research,1981,18(3):375-381.
[6]Bharadwaj N,Nevin J R and Wallman J P. Explicating hearing the voice of the customer as a manifestation of customer focus and assessing its consequences explicating hearing the voice of the customer as a manifestation of customer focus and assessing its consequences[J]. Journal of Product Innovation Management,2012,29(6):1012-1030.
[7]Bogers M,Afuah A and Bastian B. Users as innovators:A review,critique,and future research directions[J]. Journal of Management,2010,36(4):857-875.
[8]Bonner J M. Customer interactivity and new product performance:Moderating effects of product newness and product embeddedness[J]. Industrial Marketing Management,2010,39(3):485-492.
[9]Calantone R J,Cavusgil S T and Yushan Z. Learning orientation,firm innovation capability,and firm performance[J]. Industrial Marketing Management,2002,31(6):515-524.
[10]Carbonell P,RodríguezEscudero A I and Pujari D. Customer involvement in new service development:An examination of antecedents and outcomes[J]. Journal of Product Innovation Management,2009,26(5):536-550.
[11]Chan K W,Yim C K and Lam S S K. Is customer participation in value creation a doubleedged sword? Evidence from professional financial services across cultures[J]. Journal of Marketing,2010,74(3):48-64.
[12]Coviello N E and Joseph R M. Creating major innovations with customers:Insights from small and young technology firms[J]. Journal of Marketing,2012,76(6):87-104.
[13]Cramton C D. The mutual knowledge problem and its consequences for dispersed collaboration[J]. Organization Science,2001,12(3):346-371.
[14]De Brentani U and Ragot E. Developing new businesstobusiness professional services:What factors impact performance?[J]. Industrial Marketing Management,1996,25(6):517-530.
[15]De Clercq D,Dimov D and Thongpapanl N. The moderating impact of internal social exchange processes on the entrepreneurial orientationperformance relationship[J]. Journal of Business Venturing,2010,25(1):87-103.
[16]Fang E. Customer participation and the tradeoff between new product innovativeness and speed to market[J]. Journal of Marketing,2008,72(4):90-104.
[17]Fang E,Palmatier R W and Evans K R. Influence of customer participation on creating and sharing of new product value[J]. Journal of the Academy of Marketing Science,2008,36(3):322-336.
[18]Fang E,Lee J and Yang Z. The timing of codevelopment alliances in new product development processes:Returns for upstream and downstream partners[J]. Journal of Marketing,2015,79(1):64-82.
[19]Fornell C and Larcker D F. Evaluating structural equation models with unobservable variables and measurement error[J]. Journal of Marketing Research,1981,18(1):39-50.
[20]Ganesan S. Determinants of longterm orientation in buyerseller relationships[J]. Journal of Marketing,1994,58(2):1-19.
[21]Goes J B and Park S H. Interorganizational links and innovation:The case of hospital services[J]. Academy of Management Journal,1997,40(3):673-696.
[22]Gopal A and Koka B R. The asymmetric benefits of relational flexibility:Evidence from software development outsourcing[J]. MIS Quarterly,2012,36(2):553-576.
[23]Griffin A and Hauser J R. The voice of the customer[J]. Marketing Science,1993,12(1):1-27.
[24]Gustafsson A,Johnson M D and Roos I. The effects of customer satisfaction,relationship commitment dimensions,and triggers on customer retention[J]. Journal of Marketing,2005,69(4):210-218.
[25]Gustafsson A,Kristensson P and Witell L. Customer cocreation in service innovation:A matter of communication?[J]. Journal of Service Management,2012,23(3):311-327.
[26]Heide J B. Interorganizational governance in marketing channels[J]. Journal of Marketing,1994,58(1):71-85.
[27]Kohli R and Grover V. Business value of it:An essay on expanding research directions to keep up with the times[J]. Journal of the Association for Information Systems,2008,9(1):23-39.
[28]Koufteros X,Vonderembse M and Jayaram J. Internal and external integration for product development:The contingency effects of uncertainty,equivocality,and platform strategy[J]. Decision Sciences,2005,36(1):97-133.
[29]Li J J,Poppo L and Zhou K Z. Relational mechanisms,formal contracts,and local knowledge acquisition by international subsidiaries[J]. Strategic Management Journal,2010a,31(4):349-370.
[30]Li Y,Xie E,Teo HH and Peng M W. Formal control and social control in domestic and international buyersupplier relationships[J]. Journal of Operations Management,2010b,28(4):333-344.
[31]Lin RJ,Chen RH and Chiu K KS. Customer relationship management and innovation capability:An empirical study[J]. Industrial Management & Data Systems,2010,110(1):111-133.
[32]Lusch R F and Nambisan S. Service innovation:A servicedominant logic perspective[J]. MIS Quarterly,2015,39(1):155-171.
[33]Ordanini A and Parasuraman A. Service innovation viewed through a servicedominant logic lens:A conceptual framework and empirical analysis[J]. Journal of Service Research,2011,14(1):3-23.
[34]Poppo L and Zenger T. Do formal contracts and relational governance function as substitutes or complements?[J]. Strategic Management Journal,2002,23(8):707-725.
[35]Poppo L and Zhou K Z. Managing contracts for fairness in buyersupplier exchanges[J]. Strategic Management Journal,2014,35(10):1508-1527.
[36]Prahalad C K and Ramaswamy V. Coopting customer competence[J]. Harvard Business Review,2000,78(1):79-87.
[37]Pruden H O. Interorganizational conflict,linkage,and exchange:A study of industrial salesmen[J]. Academy of Management Journal,1969,12(3):339-350.
[38]Ryals L J and Humphries A S. Managing key businesstobusiness relationships:What marketing can learn from supply chain management[J]. Journal of Service Research,2007,9(4):312-326.
[39]Samaha S A,Palmatier R W and Dant R P. Poisoning relationships:Perceived unfairness in channels of distribution[J]. Journal of Marketing,2011,75(3):99-117.
[40]Stern L W,Sternthal B and Craig C S. Managing conflict in distribution channels:A laboratory study[J]. Journal of Marketing Research,1973,10(2):169-179.
[41]Vargo S L and Lusch R F. Evolving to a new dominant logic for marketing[J]. Journal of Marketing,2004,68(1):1-17.
[42]Villena V H,Revilla E and Choi T Y. The dark side of buyersupplier relationships:A social capital perspective[J]. Journal of Operations Management,2011,29(6):561-576.
[43]Von Hippel E. “Sticky information” and the locus of problem solving:Implications for innovation[J]. Management Science,1994,40(4):429-439.
[44]Walker G and Weber D. A transaction cost approach to makeorbuy decisions[J]. Administrative Science Quarterly,1984,29(3):373-391.
[45]Wathne K H and Heide J B. Relationship governance in a supply chain network[J]. Journal of Marketing,2004,68(1):73-89.
[46]Williamson O E. Transactioncost economics:The governance of contractual relations[J]. Journal of Law & Economics,1979,22(2):233-261.
[47]Williamson O E. The economics of organization:The transaction cost approach[J]. American Journal of Sociology,1981,87(3):548-577.
[48]Williamson O E. Transaction cost economics:The natural progression[J]. American Economic Review,2010,100(6):673-690.
[49]Yang Z,Zhou C and Jiang L. When do formal control and trust matter? A contextbased analysis of the effects on marketing channel relationships in china[J]. Industrial Marketing Management,2011,40(1):86-96.
[50]YliRenko H,Autio E and Sapienza H J. Social capital,knowledge acquisition,and knowledge exploitation in young technologybased firms[J]. Strategic Management Journal,2001,22(6-7):587-613.
[51]Zhou K Z. Innovation,imitation,and new product performance:The case of china[J]. Industrial Marketing Management,2006,35(3):394-402.
[52]Zhou K Z,Zhang Q,Sheng S,Xie E and Bao Y. Are relational ties always good for knowledge acquisition? Buyersupplier exchanges in China[J]. Journal of Operations Management,2014,32(3):88-98.
[53]范秀成,杜琰琰. 顾客参与是一把“双刃剑”——顾客参与影响价值创造的研究述评[J]. 管理评论,2012,24(10):167-174.
[54]汪涛,张辉,刘洪深. 顾客组织社会化研究综述与未来展望[J]. 外国经济与管理,2011,33(2):33-40.
[55]王永贵,姚山季,司方来,马双. 组织顾客创新、供应商反应性与项目绩效的关系研究[J]. 南开管理评论,2011,14(2):3-14.
引用本文
马 双, 王永贵, 赵宏文. 组织顾客参与的双刃剑效果及治理机制研究——基于服务主导逻辑和交易成本理论的实证分析[J]. 外国经济与管理, 2015, 37(7): 0.
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