Atypical Shifts Post-failure: Influence of Co-creation on Attribution and Future Motivation to Co-create |
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| Institution: | 1. Indian Institute of Management Kozhikode (IIM Kozhikode), Kozhikode, Kerala 673 570, India;2. Indian Institute of Management Calcutta (IIM Calcutta), Joka, Kolkata, West Bengal 700104, India;3. Indian Institute of Management Bangalore (IIM Bangalore), Bannerghatta road, Bangalore 560076, India;1. ESC Rennes School of Business, Marketing Department, 2 rue Robert d''Arbrissel CS 76522, 35065 Rennes Cedex, France;2. Aarhus University, School of Business and Social Sciences, Department of Business Administration, Building: 1326, Office: 329, Bartholins Allé 10, DK-8000 Aarhus C, Denmark;3. Keele Management School, Darwin Building, Keele University, Staffordshire, ST5 5BG, UK;1. Department of Business Administration, Tunghai University, Taiwan, ROC;2. Department of Business Administration, National Chengchi University, Taiwan, ROC;1. University of Beira Interior and NECE, Department of Business and Economics, Estrada do Sineiro, 6200-209, Covilhã, Portugal;2. Polytechnic Institute of Castelo Branco and NECE, Escola Superior de Gestão, Largo do Município, 6060-163 Idanha-a-Nova, Portugal |
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| Abstract: | This study investigates how the effect of the failure of co-created products or services influences: (a) internal attribution (i.e. the self) and external attribution (i.e. the firm), (b) customers' expectancies of success, and (c) customers' future motivation to co-create and contribute to recovery from failure. We use attribution theory and the attribution–expectancy framework to explain the theoretical relationships we advance and test our hypotheses in two independent experiments that stimulate co-creation through role-play and vignettes. The results show that customer co-creation shifts the attribution for failure to the self, resulting in atypical shifts in expectancy (increasing customers' expectancy of future success and motivation to continue co-creating in the future). Our results suggest that utilizing customers' efforts and skills in the co-creation of products and services can help firms to manage failure effectively. The implications of our findings on co-creation research and product and service failures are discussed, specific applications within the digital context are considered, and suggestions are offered for future research. |
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