Individual customers' use and integration of resources: Empirical findings and organizational implications in the context of value co-creation |
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Authors: | Steve Baron [Author Vitae] |
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Institution: | University of Liverpool Management School, Chatham Street, Liverpool L69 7ZH, United Kingdom |
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Abstract: | This article addresses the call for empirical work to contribute to the ongoing critique of service-dominant (S-D) logic, and for an assessment of its potential reach to practitioners. It examines the appropriateness of a model of the resource-based view of consumers in an organizational context — the British Library (BL) — and concludes that the model can be adapted to include individual customers with varying motivations (personal/business) for using the BL's services. A detailed analysis of individual customer's operant resources (enabled through access to 565 messages posted to a BL user support forum) provided a different lens through which the organization could consider strategies to support value co-creation. The outcomes, from a collaborative research process, with executives and senior managers of BL, suggest that a sub-division of customer operant resources into physical, cultural and social has empirical support and managerial relevance, and that a focus on individual customer resources can provide insights into how to manage co-creation of value. |
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Keywords: | Service-dominant logic Customer operant resources Co-creation of value British Library |
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