顾客——企业社会价值共创研究述评与展望
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摘要
顾客—企业社会价值共创是指顾客通过参与企业社会责任(CSR)活动,与企业实现社会价值的共同创造。顾客作为企业重要的利益相关者和社会价值的主要受益者,具有与企业开展社会价值共创活动的便利性和积极性,但传统研究对顾客在企业社会价值创造中的重要作用较为忽视。本文在系统梳理已有研究文献的基础上,结合利益相关者、价值共创、企业社会责任、顾客参与等理论和企业实践,提出了顾客—企业社会价值共创的概念界定、维度构成和主要类型;从顾客自身、CSR项目、顾企互动、共创环境四个方面,总结了顾客—企业社会价值共创的主要驱动因素;从社会价值和其他(顾客、企业)价值两个方面,分析了顾客—企业社会价值共创的主要作用结果;在此基础上,构建了顾客—企业社会价值共创的初步理论分析框架,并探讨了未来研究的五个主要方向。
Social value co-creation refers to the management process and action of an enterprise to cooperate with its stakeholders related to its sustainable development goals, to identify value goals,and create and share social value together. It has drawn more and more attention from enterprises and been used in the design and implementation of corporate social responsibility strategy, and thus appealed to the extensive participation of the public. Customers, as an important stakeholder of enterprises and the main beneficiary of social value, although have the convenience and initiative to co-create social value with enterprises, traditional research on social value co-creation has neglected their important role in the creation of corporate social value. Therefore, based on the systematic review of existing literature on the theory and practice of stakeholders, value co-creation, corporate social responsibility and customer participation, and considering the enterprise social value co-creation practice, this article firstly shows light on the concept, dimension composition and main types of customer-enterprise social value cocreation through the literature deduction method. Then it summarizes the main driving factors of customer-enterprise social value co-creation by using the method of literature review, and analyzes the consequences of customer-enterprise social value co-creation from social value and other(customer,enterprise) value. On this basis, a preliminary theoretical analysis framework of customer-enterprise social value co-creation is constructed, and five main directions of future research are discussed.The main theoretical contributions of this paper are as follows. First, the conception of customerenterprise social value co-creation is put forward, defined as a form of social value co-creation based on the customer participation in CSR program, and divided into three dimensions: resource commitment,interpersonal interaction, and responsible behavior. Meanwhile, based on the three aspects of co-creation approach, co-create relationships between subjects and co-creation process, the form of customerenterprise social value co-creation is divided respectively into traditional offline co-creation, online virtual co-creation and online + offline co-creation; transactional co-creation, collaborative co-creation and gamification co-creation; design co-creation and implementation co-creation. Second, the factors that engage customers in social value co-creation concludes the motivation and cognition of customers,project implementation features and social effect features, the interaction between customers and enterprises, and the interaction between customers and the virtual customer co-creation environment.Third, the basic theoretical analysis framework of customer-enterprise social value co-creation is set up based on the analysis of antecedents and outcome variables of customer-enterprise social value cocreation, and it preliminarily clarifies the process mechanism and influence mechanism of customerenterprise social value co-creation and provides a theoretical fundament for further research in this field.
Social value co-creation refers to the management process and action of an enterprise to cooperate with its stakeholders related to its sustainable development goals, to identify value goals,and create and share social value together. It has drawn more and more attention from enterprises and been used in the design and implementation of corporate social responsibility strategy, and thus appealed to the extensive participation of the public. Customers, as an important stakeholder of enterprises and the main beneficiary of social value, although have the convenience and initiative to co-create social value with enterprises, traditional research on social value co-creation has neglected their important role in the creation of corporate social value. Therefore, based on the systematic review of existing literature on the theory and practice of stakeholders, value co-creation, corporate social responsibility and customer participation, and considering the enterprise social value co-creation practice, this article firstly shows light on the concept, dimension composition and main types of customer-enterprise social value cocreation through the literature deduction method. Then it summarizes the main driving factors of customer-enterprise social value co-creation by using the method of literature review, and analyzes the consequences of customer-enterprise social value co-creation from social value and other(customer,enterprise) value. On this basis, a preliminary theoretical analysis framework of customer-enterprise social value co-creation is constructed, and five main directions of future research are discussed.The main theoretical contributions of this paper are as follows. First, the conception of customerenterprise social value co-creation is put forward, defined as a form of social value co-creation based on the customer participation in CSR program, and divided into three dimensions: resource commitment,interpersonal interaction, and responsible behavior. Meanwhile, based on the three aspects of co-creation approach, co-create relationships between subjects and co-creation process, the form of customerenterprise social value co-creation is divided respectively into traditional offline co-creation, online virtual co-creation and online + offline co-creation; transactional co-creation, collaborative co-creation and gamification co-creation; design co-creation and implementation co-creation. Second, the factors that engage customers in social value co-creation concludes the motivation and cognition of customers,project implementation features and social effect features, the interaction between customers and enterprises, and the interaction between customers and the virtual customer co-creation environment.Third, the basic theoretical analysis framework of customer-enterprise social value co-creation is set up based on the analysis of antecedents and outcome variables of customer-enterprise social value cocreation, and it preliminarily clarifies the process mechanism and influence mechanism of customerenterprise social value co-creation and provides a theoretical fundament for further research in this field.
引文
[1]范钧,聂津君.企业—顾客在线互动、知识共创与新产品开发绩效[J].科研管理, 2014,(1):119–127.
[2]樊帅,杜鹏,田志龙,等.“互联网+公益”背景下虚拟共创行为的影响研究[J].宏观经济研究, 2017a,(7):166–183.
[3]樊帅,田志龙,胡小青.心理所有权视角下消费者参与虚拟CSR共创的影响研究[J].管理学报, 2017b,(3):414–424.
[4]简兆权,令狐克睿,李雷.价值共创研究的演进与展望——从“顾客体验”到“服务生态系统”视角[J].外国经济与管理,2016,(9):3–20.
[5]李敬强,刘凤军.企业社会责任特征与消费者响应研究——兼论消费者—企业认同的中介调节效应[J].财经论丛, 2017,(1):85–94.
[6]李维安,姜广省,卢建词.捐赠者会在意慈善组织的公益项目吗——基于理性选择理论的实证研究[J].南开管理评论,2017,(4):49–61.
[7]买生,汪克夷,匡海波.企业社会价值评估研究[J].科研管理, 2011,(6):100–107.
[8]申光龙,彭晓东,秦鹏飞.虚拟品牌社区顾客间互动对顾客参与价值共创的影响研究——以体验价值为中介变量[J].管理学报, 2016,(12):1808–1816.
[9]吴双.网络公益项目动员及参与机制的比较研究——基于三个网络公益项目的分析[D].北京:中央民族大学, 2013.
[10]肖红军,郑若娟,李伟阳.企业社会责任的综合价值创造机理研究[J].中国社会科学院研究生院学报, 2014,(6):21–29.
[11]徐国伟,卢东.低碳经济下消费者参与环保公益活动的动机及其影响机制研究[J].经济问题探索, 2010,(8):8–17.
[12]许慧敏,周天舒,辛冲.虚拟顾客环境特征对新产品开发中顾客参与的影响[J].技术经济, 2016,(11):12–21.
[13]张国华,江燕.论企业的社会价值、义务及其法律调整[J].市场论坛, 2005,(12):104–106.
[14]张伟,蒋青云.社会价值共创6步行动法则[M].北京:社会科学文献出版社, 2017.
[15]朱丽叶,袁登华,张红明.顾客参与品牌共创如何提升品牌忠诚?——共创行为类型对品牌忠诚的影响与作用机制研究[J].外国经济与管理, 2018,(5):84–98.
[16]Agrawal A K, Kaushik A K, Rahman Z. Co-creation of social value through integration of stakeholders[J]. Procedia-Socialand Behavioral Sciences, 2015, 189:442–448.
[17]Aguinis H, Glavas A. What we know and don’t know about corporate social responsibility:A review and research agenda[J].Journal of Management, 2012, 38(4):932–968.
[18]Auger P, Devinney T M, Louviere J J, et al. The importance of social product attributes in consumer purchasing decisions:Amulti-country comparative study[J]. International Business Review, 2010, 19(2):140–159.
[19]Bhattacharya C B, Sen S. Doing better at doing good:When, why, and how consumers respond to corporate socialInitiatives[J]. California Management Review, 2004, 47(1):9–24.
[20]Bhattacharya C B, Sen S, Korschun D. Leveraging corporate responsibility:The stakeholder route to maximizing business andsocial value[M]. Cambridge, UK:Cambridge University Press, 2011.
[21]Brock D D. Social value creation by stakeholders in certified benefit corporations[D]. North Central University, 2018.
[22]Cha M K, Yi Y, Bagozzi R P. Effects of customer participation in corporate social responsibility(CSR)programs on theCSR-brand fit and brand loyalty[J]. Cornell Hospitality Quarterly, 2015, 57(3):235–249.
[23]Dahlsrud A. How corporate social responsibility is defined:An analysis of 37 definitions[J]. Corporate Social Responsibilityand Environmental Management, 2008, 15(1):1–13.
[24]Fernandes T, Remelhe P. How to engage customers in co-creation:Customers’ motivations for collaborative innovation[J].Journal of Strategic Marketing, 2016, 24(3-4):311–326.
[25]Galvagno M, Dalli D. Theory of value co-creation:A systematic literature review[J]. Managing Service Quality, 2014, 24(6):643–683.
[26]Groza M D, Pronschinske M R, Walker M. Perceived organizational motives and consumer responses to proactive andreactive CSR[J]. Journal of Business Ethics, 2011, 102(4):639–652.
[27]Harwood T, Garry T. An investigation into gamification as a customer engagement experience environment[J]. Journal ofServices Marketing, 2015, 29(6-7):533–546.
[28]Jaakkola E, Alexander M. The role of customer engagement behavior in value co-creation:A service system perspective[J].Journal of Service Research, 2014, 17(3):247–261.
[29]Jarvis W, Ouschan R, Burton H J, et al. Customer engagement in CSR:A utility theory model with moderating variables[J].Journal of Service Theory and Practice, 2017, 27(4):833–853.
[30]Jurietti E, Mandelli A, Fuduri?M. How do virtual corporate social responsibility dialogs generate value? A case study of theUnilever sustainable living lab[J]. Corporate Social Responsibility and Environmental Management, 2017, 24(5):357–367.
[31]Kahle L R, Kennedy P. Using the list of values(LOV)to understand consumers[J]. Journal of Services Marketing, 1988,2(4):49–56.
[32]Kambil A, Ginsberg A, Bloch M. Re-inventing value propositions[R]. NYU Working Paper No. 2451/14205, 1996.
[33]Korschun D, Du S L. How virtual corporate social responsibility dialogs generate value:A framework and propositions[J].Journal of Business Research, 2012, 66(9):1494–1504.
[34]Lounis S, Neratzouli X, Pramatari K. Can gamification increase consumer engagement? A qualitative approach on a greencase[A]. Douligeris C, Polemi N, Karantjias A, et al. Collaborative, trusted and privacy-aware e/m-services[C]. Berlin,Heidelberg:Springer, 2013.
[35]Mattila A S, Hanks L. Antecedents to participation in corporate social responsibility programs[J]. Journal of ServiceManagement, 2012, 23(5):664–676.
[36]Mattila A S, Wu L, Choi C. Powerful or powerless customers:The influence of gratitude on engagement with CSR[J]. Journalof Services Marketing, 2016, 30(5):519–528.
[37]Morsing M, Schultz M. Corporate social responsibility communication:Stakeholder information, response and involvementstrategies[J]. Business Ethics:A European Review, 2006, 15(4):323–338.
[38]Nambisan S, Baron R A. Virtual customer environments:Testing a model of voluntary participation in value co-creationactivities[J]. The Journal of Product Innovation Management, 2009, 26(4):388–406.
[39]O’Brien I M, Jarvis W, Soutar G N. Integrating social issues and customer engagement to drive loyalty in a serviceorganisation[J]. Journal of Services Marketing, 2015, 29(6-7):547–559.
[40]O’Brien I M, Jarvis W, Soutar G, et al. Co-creating a CSR strategy with customers to deliver greater value[A]. Brueckner M,Spencer R, Paull M. Disciplining the undisciplined? Perspectives from business, society and politics on responsiblecitizenship, corporate social responsibility and sustainability[C]. Cham:Springer International Publishing, 2018:89–107.
[41]Okazaki S, Menendez H D. Virtual corporate social responsibility dialog:Seeking a gap between proposed concepts and actualpractices[A]. Diehl S, Karmasin M, Karmasin B, et al. Handbook of integrated CSR communication[C]. Cham:Springer,2017:225–234.
[42]Porter M E, Kramer M R. The big idea:Creating shared value:How to reinvent capitalism—And unleash a wave of innovationand growth[J]. Harvard Business Review, 2011, 89(1-2):62–77.
[43]Sigala M. Social value co-creation:Findings and implications from Mageires the social restaurant[A].Service dominant logic,network&systems theory and service science:Integrating three perspectives for a new service agenda[C]. The 2015 NaplesForum on Service, the University of Salerno and The University of Naples, Naples, Italy, 2015.
[44]Singh A. The process of social value creation:A multiple-case study on social entrepreneurship in India[M]. India:Springer,2016:105–115.
[45]Tian Z L, Wang R, Yang W. Consumer responses to corporate social responsibility(CSR)in China[J]. Journal of BusinessEthics, 2011, 101(2):197–212.
[46]van Doorn J, Lemon K N, Mittal V, et al. Customer engagement behavior:Theoretical foundations and research directions[J].Journal of Service Research, 2010, 13(3):253–266.
[47]Verhagen T, Swen E, Feldberg F, Merikivi J. Benefitting from virtual customer environments:An empirical study of customerengagement[J]. Computers in Human Behavior, 2015, 48:340–357.
[2]樊帅,杜鹏,田志龙,等.“互联网+公益”背景下虚拟共创行为的影响研究[J].宏观经济研究, 2017a,(7):166–183.
[3]樊帅,田志龙,胡小青.心理所有权视角下消费者参与虚拟CSR共创的影响研究[J].管理学报, 2017b,(3):414–424.
[4]简兆权,令狐克睿,李雷.价值共创研究的演进与展望——从“顾客体验”到“服务生态系统”视角[J].外国经济与管理,2016,(9):3–20.
[5]李敬强,刘凤军.企业社会责任特征与消费者响应研究——兼论消费者—企业认同的中介调节效应[J].财经论丛, 2017,(1):85–94.
[6]李维安,姜广省,卢建词.捐赠者会在意慈善组织的公益项目吗——基于理性选择理论的实证研究[J].南开管理评论,2017,(4):49–61.
[7]买生,汪克夷,匡海波.企业社会价值评估研究[J].科研管理, 2011,(6):100–107.
[8]申光龙,彭晓东,秦鹏飞.虚拟品牌社区顾客间互动对顾客参与价值共创的影响研究——以体验价值为中介变量[J].管理学报, 2016,(12):1808–1816.
[9]吴双.网络公益项目动员及参与机制的比较研究——基于三个网络公益项目的分析[D].北京:中央民族大学, 2013.
[10]肖红军,郑若娟,李伟阳.企业社会责任的综合价值创造机理研究[J].中国社会科学院研究生院学报, 2014,(6):21–29.
[11]徐国伟,卢东.低碳经济下消费者参与环保公益活动的动机及其影响机制研究[J].经济问题探索, 2010,(8):8–17.
[12]许慧敏,周天舒,辛冲.虚拟顾客环境特征对新产品开发中顾客参与的影响[J].技术经济, 2016,(11):12–21.
[13]张国华,江燕.论企业的社会价值、义务及其法律调整[J].市场论坛, 2005,(12):104–106.
[14]张伟,蒋青云.社会价值共创6步行动法则[M].北京:社会科学文献出版社, 2017.
[15]朱丽叶,袁登华,张红明.顾客参与品牌共创如何提升品牌忠诚?——共创行为类型对品牌忠诚的影响与作用机制研究[J].外国经济与管理, 2018,(5):84–98.
[16]Agrawal A K, Kaushik A K, Rahman Z. Co-creation of social value through integration of stakeholders[J]. Procedia-Socialand Behavioral Sciences, 2015, 189:442–448.
[17]Aguinis H, Glavas A. What we know and don’t know about corporate social responsibility:A review and research agenda[J].Journal of Management, 2012, 38(4):932–968.
[18]Auger P, Devinney T M, Louviere J J, et al. The importance of social product attributes in consumer purchasing decisions:Amulti-country comparative study[J]. International Business Review, 2010, 19(2):140–159.
[19]Bhattacharya C B, Sen S. Doing better at doing good:When, why, and how consumers respond to corporate socialInitiatives[J]. California Management Review, 2004, 47(1):9–24.
[20]Bhattacharya C B, Sen S, Korschun D. Leveraging corporate responsibility:The stakeholder route to maximizing business andsocial value[M]. Cambridge, UK:Cambridge University Press, 2011.
[21]Brock D D. Social value creation by stakeholders in certified benefit corporations[D]. North Central University, 2018.
[22]Cha M K, Yi Y, Bagozzi R P. Effects of customer participation in corporate social responsibility(CSR)programs on theCSR-brand fit and brand loyalty[J]. Cornell Hospitality Quarterly, 2015, 57(3):235–249.
[23]Dahlsrud A. How corporate social responsibility is defined:An analysis of 37 definitions[J]. Corporate Social Responsibilityand Environmental Management, 2008, 15(1):1–13.
[24]Fernandes T, Remelhe P. How to engage customers in co-creation:Customers’ motivations for collaborative innovation[J].Journal of Strategic Marketing, 2016, 24(3-4):311–326.
[25]Galvagno M, Dalli D. Theory of value co-creation:A systematic literature review[J]. Managing Service Quality, 2014, 24(6):643–683.
[26]Groza M D, Pronschinske M R, Walker M. Perceived organizational motives and consumer responses to proactive andreactive CSR[J]. Journal of Business Ethics, 2011, 102(4):639–652.
[27]Harwood T, Garry T. An investigation into gamification as a customer engagement experience environment[J]. Journal ofServices Marketing, 2015, 29(6-7):533–546.
[28]Jaakkola E, Alexander M. The role of customer engagement behavior in value co-creation:A service system perspective[J].Journal of Service Research, 2014, 17(3):247–261.
[29]Jarvis W, Ouschan R, Burton H J, et al. Customer engagement in CSR:A utility theory model with moderating variables[J].Journal of Service Theory and Practice, 2017, 27(4):833–853.
[30]Jurietti E, Mandelli A, Fuduri?M. How do virtual corporate social responsibility dialogs generate value? A case study of theUnilever sustainable living lab[J]. Corporate Social Responsibility and Environmental Management, 2017, 24(5):357–367.
[31]Kahle L R, Kennedy P. Using the list of values(LOV)to understand consumers[J]. Journal of Services Marketing, 1988,2(4):49–56.
[32]Kambil A, Ginsberg A, Bloch M. Re-inventing value propositions[R]. NYU Working Paper No. 2451/14205, 1996.
[33]Korschun D, Du S L. How virtual corporate social responsibility dialogs generate value:A framework and propositions[J].Journal of Business Research, 2012, 66(9):1494–1504.
[34]Lounis S, Neratzouli X, Pramatari K. Can gamification increase consumer engagement? A qualitative approach on a greencase[A]. Douligeris C, Polemi N, Karantjias A, et al. Collaborative, trusted and privacy-aware e/m-services[C]. Berlin,Heidelberg:Springer, 2013.
[35]Mattila A S, Hanks L. Antecedents to participation in corporate social responsibility programs[J]. Journal of ServiceManagement, 2012, 23(5):664–676.
[36]Mattila A S, Wu L, Choi C. Powerful or powerless customers:The influence of gratitude on engagement with CSR[J]. Journalof Services Marketing, 2016, 30(5):519–528.
[37]Morsing M, Schultz M. Corporate social responsibility communication:Stakeholder information, response and involvementstrategies[J]. Business Ethics:A European Review, 2006, 15(4):323–338.
[38]Nambisan S, Baron R A. Virtual customer environments:Testing a model of voluntary participation in value co-creationactivities[J]. The Journal of Product Innovation Management, 2009, 26(4):388–406.
[39]O’Brien I M, Jarvis W, Soutar G N. Integrating social issues and customer engagement to drive loyalty in a serviceorganisation[J]. Journal of Services Marketing, 2015, 29(6-7):547–559.
[40]O’Brien I M, Jarvis W, Soutar G, et al. Co-creating a CSR strategy with customers to deliver greater value[A]. Brueckner M,Spencer R, Paull M. Disciplining the undisciplined? Perspectives from business, society and politics on responsiblecitizenship, corporate social responsibility and sustainability[C]. Cham:Springer International Publishing, 2018:89–107.
[41]Okazaki S, Menendez H D. Virtual corporate social responsibility dialog:Seeking a gap between proposed concepts and actualpractices[A]. Diehl S, Karmasin M, Karmasin B, et al. Handbook of integrated CSR communication[C]. Cham:Springer,2017:225–234.
[42]Porter M E, Kramer M R. The big idea:Creating shared value:How to reinvent capitalism—And unleash a wave of innovationand growth[J]. Harvard Business Review, 2011, 89(1-2):62–77.
[43]Sigala M. Social value co-creation:Findings and implications from Mageires the social restaurant[A].Service dominant logic,network&systems theory and service science:Integrating three perspectives for a new service agenda[C]. The 2015 NaplesForum on Service, the University of Salerno and The University of Naples, Naples, Italy, 2015.
[44]Singh A. The process of social value creation:A multiple-case study on social entrepreneurship in India[M]. India:Springer,2016:105–115.
[45]Tian Z L, Wang R, Yang W. Consumer responses to corporate social responsibility(CSR)in China[J]. Journal of BusinessEthics, 2011, 101(2):197–212.
[46]van Doorn J, Lemon K N, Mittal V, et al. Customer engagement behavior:Theoretical foundations and research directions[J].Journal of Service Research, 2010, 13(3):253–266.
[47]Verhagen T, Swen E, Feldberg F, Merikivi J. Benefitting from virtual customer environments:An empirical study of customerengagement[J]. Computers in Human Behavior, 2015, 48:340–357.
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