A social cognitive theory of customer value co-creation behavior: evidence from healthcare.

IF 2.2 4区医学 Q3 HEALTH POLICY & SERVICES Journal of Health Organization and Management Pub Date : 2024-10-17 DOI:10.1108/JHOM-02-2024-0074

Md Moynul Hasan, Yu Chang, Weng Marc Lim, Abul Kalam, Amjad Shamim

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Abstract

Purpose: Customer value co-creation behavior is promising but undertheorized. To bridge this gap, this study examines the viability of a social cognitive theory positing that customers' value co-creation behavior is shaped by their co-creation experience, self-efficacy, and engagement.

Design/methodology/approach: Using healthcare as a case, a stratified random sample comprising 600 patients from 40 hospitals across eight metropolitan cities in an emerging economy was acquired and analyzed using co-variance-based structural equation modeling (CB-SEM).

Findings: Customers' co-creation experience has a positive impact on their co-creation self-efficacy, co-creation engagement, and value co-creation behavior. While co-creation self-efficacy and engagement have no direct influence on value co-creation behavior, they do serve as mediators between co-creation experience and value co-creation behavior, suggesting that when customers are provided with a co-creation experience, it enhances their co-creation self-efficacy and engagement, ultimately fostering value co-creation behavior.

Originality/value: A theory of customer value co-creation behavior is established.

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客户价值共创行为的社会认知理论：来自医疗保健领域的证据。

目的：客户价值共创行为前景广阔，但理论研究不足。为了弥补这一不足，本研究探讨了社会认知理论的可行性，该理论认为顾客的价值共创行为是由其共创经验、自我效能感和参与度决定的：以医疗保健为例，获取了一个新兴经济体八个大都市 40 家医院 600 名患者的分层随机样本，并使用基于共变的结构方程模型（CB-SEM）进行了分析：顾客的共创体验对其共创自我效能、共创参与和价值共创行为有积极影响。虽然共创自我效能感和参与度对价值共创行为没有直接影响，但它们在共创体验和价值共创行为之间起到了中介作用，这表明当客户获得共创体验时，他们的共创自我效能感和参与度会得到提升，最终促进价值共创行为：原创性/价值：建立了客户价值共创行为理论。

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来源期刊

Journal of Health Organization and Management HEALTH POLICY & SERVICES-

CiteScore

3.20

自引率

7.10%

发文量

期刊介绍： ■International health and international organizations ■Organisational behaviour, governance, management and leadership ■The inter-relationship of health and public sector services ■Theories and practices of management and leadership in health and related organizations ■Emotion in health care organizations ■Management education and training ■Industrial relations and human resource theory and management. As the demands on the health care industry both polarize and intensify, effective management of financial and human resources, the restructuring of organizations and the handling of market forces are increasingly important areas for the industry to address.