顾客参与价值共创研究的理论探讨与实证研究
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摘要
尽管已有研究都承认顾客参与对企业创造知识和价值的重要性，然而却忽略了顾客参与可能带来的各种不确定性和复杂性。大部分学者只是将顾客参与作为一个整体进行研究，却没有对如何管理顾客参与进行充分有效的研究。为了弥补已有研究的不足，本文基于服务主导逻辑、知识基础观和信息处理观，探讨了企业如何通过自己的知识管理顾客参与（外部知识），以和顾客达到共识，进行长期合作，进而促进双方绩效（定制化和应用扩散）。具体来说，本研究主要进行了以下几方面补充：
首先，本文按照顾客参与的程度将顾客参与分为两个维度（参与的深度和参与的广度）来认识价值共创的过程，这将从某种程度上解决已有研究中对顾客参与不一致的见解。已有大部分研究将顾客参与视为整体来探索，然而整合的研究一方面使顾客参与失去了丰富的内涵，也会造成对顾客参与影响结果不一致的见解。
其次，本研究基于知识基础观，主要从企业可操作性的知识资源入手来探讨如何对顾客进行有效管理。已有关于价值共创的相关研究主要关注企业外部环境因素对企业间价值共创的影响。对企业来说，这些因素都难以驾驭和调控。
第三，本文关注了顾客和供应商双方的共创结果，供应商从顾客参与中获取的应用知识的扩展以及顾客的定制化价值。知识的扩展强调了企业之间的学习不仅仅局限于与顾客合作项目中知识的获取，而且将获取的知识扩展至其它项目中，这对供应商长期能力的积累较为重要。
本文以项目为研究单位，首先对16个顾客和供应商的项目经理进行访谈，接着进行问卷搜集。最终回收136份顾客和供应商方的配对问卷。通过层次回归的方法探讨了顾客参与和供应商知识的匹配，以及定制化的在长期合作导向和应用扩散中的中介作用，实证结果支持大部分假设，具体如下：
第一，顾客参与和供应商知识的关系：1）广度匹配（顾客参与的广度与供应商知识的多样化）阻碍了长期合作导向；2）深度匹配（顾客参与的深度与供应商知识的专业化）正向促进了长期合作导向；3）广度不匹配（顾客参与的广度与供应商知识的专业化）阻碍了长期合作导向；4）然而深度不匹配（顾客参与的深度与供应商知识的多样化）与长期合作导向无关；
第二，长期合作导向促进了定制化和应用扩散。
第三，定制化在长期合作导向和应用扩散之间起着中介作用。
The role of customer participation has been widely recognized to generatenew knowledge for suppliers, but the dark side of customer participation has notcaptured enough attention. For instance, customer participation may bring complexityand uncertainty during co-creation process. However, most of prior studies had takencustomer participation as an aggregation, which was not enough to make fullunderstanding of it. In order to bridge the gap, this study explores how to managecustomer participation to come to mutual understanding based on service dominantlogic view, knowledge-based view and information processing view. This researchmainly contributes in the following areas:
First, this study divides customer participation into participation depth andbreadth to explore co-creation process, which may provide insights to solve theinconsistent views of the effects of customer participation. While prior research totake customer participation as an aggregation may lose fruitful insights and also leadsto conflicting views.
Second, in order to explore how to effectively manage customer participation,this study introduces supplier team knowledge to solve the problem. Our main focusis on how to match supplier team knowledge structure and different customerparticipation forms to facilitate co-creation process and maximize co-creation valuebased on information processing theory. Here supplier team knowledge is able to bemanipulated, which is a good complementary to prior literature that mainly stressedthe contingent factors of environmental characteristics.
Third, this research explores co-creation outcomes from customer and supplierside: customization (customer value), and application expansion (suppliers value).Existing studies of collaboration mostly investigated the outcomes from supplier side,while the value of customer is the focus service-dominant logic. Further, most of theprior learning literature focused on the project itself, this study expands theknowledge value acquired from the customer to other projects and other customers.
The unit of analysis was project. We first conducted interview with16customerand16supplier project managers, and then distributed questionaires to customers andthe supplier managers.136matched data finally were collected. Hirachical regressionanalysis was used to test the fit between customer participation and supplierknowledge, and the mediating role of customization between long-term collaborationorientation and application expansion.
First, customer participation and co-development:1) breadth match (customerparticipation breadth and supplier team knowledge diversity) has positive effect onlong-term collaboration orientation,2) depth match (customer participation depth andsupplier team knowledge specification) enhances long-term collaboration orientation,3) breadth mismatch (customer participation breadth and supplier team knowledgespecification) prevents long-term collaboration orientation,4) depth mismatch(customer participation depth and supplier team knowledge diversity) has no effect onlong-term collaboration orientation.
Second, long-term collaboration orientation enhances the value of customizationand application diffusion.
Third, customization mediates the relationship between application expansionand long-term collaboration orientation.
首先，本文按照顾客参与的程度将顾客参与分为两个维度（参与的深度和参与的广度）来认识价值共创的过程，这将从某种程度上解决已有研究中对顾客参与不一致的见解。已有大部分研究将顾客参与视为整体来探索，然而整合的研究一方面使顾客参与失去了丰富的内涵，也会造成对顾客参与影响结果不一致的见解。
其次，本研究基于知识基础观，主要从企业可操作性的知识资源入手来探讨如何对顾客进行有效管理。已有关于价值共创的相关研究主要关注企业外部环境因素对企业间价值共创的影响。对企业来说，这些因素都难以驾驭和调控。
第三，本文关注了顾客和供应商双方的共创结果，供应商从顾客参与中获取的应用知识的扩展以及顾客的定制化价值。知识的扩展强调了企业之间的学习不仅仅局限于与顾客合作项目中知识的获取，而且将获取的知识扩展至其它项目中，这对供应商长期能力的积累较为重要。
本文以项目为研究单位，首先对16个顾客和供应商的项目经理进行访谈，接着进行问卷搜集。最终回收136份顾客和供应商方的配对问卷。通过层次回归的方法探讨了顾客参与和供应商知识的匹配，以及定制化的在长期合作导向和应用扩散中的中介作用，实证结果支持大部分假设，具体如下：
第一，顾客参与和供应商知识的关系：1）广度匹配（顾客参与的广度与供应商知识的多样化）阻碍了长期合作导向；2）深度匹配（顾客参与的深度与供应商知识的专业化）正向促进了长期合作导向；3）广度不匹配（顾客参与的广度与供应商知识的专业化）阻碍了长期合作导向；4）然而深度不匹配（顾客参与的深度与供应商知识的多样化）与长期合作导向无关；
第二，长期合作导向促进了定制化和应用扩散。
第三，定制化在长期合作导向和应用扩散之间起着中介作用。
The role of customer participation has been widely recognized to generatenew knowledge for suppliers, but the dark side of customer participation has notcaptured enough attention. For instance, customer participation may bring complexityand uncertainty during co-creation process. However, most of prior studies had takencustomer participation as an aggregation, which was not enough to make fullunderstanding of it. In order to bridge the gap, this study explores how to managecustomer participation to come to mutual understanding based on service dominantlogic view, knowledge-based view and information processing view. This researchmainly contributes in the following areas:
First, this study divides customer participation into participation depth andbreadth to explore co-creation process, which may provide insights to solve theinconsistent views of the effects of customer participation. While prior research totake customer participation as an aggregation may lose fruitful insights and also leadsto conflicting views.
Second, in order to explore how to effectively manage customer participation,this study introduces supplier team knowledge to solve the problem. Our main focusis on how to match supplier team knowledge structure and different customerparticipation forms to facilitate co-creation process and maximize co-creation valuebased on information processing theory. Here supplier team knowledge is able to bemanipulated, which is a good complementary to prior literature that mainly stressedthe contingent factors of environmental characteristics.
Third, this research explores co-creation outcomes from customer and supplierside: customization (customer value), and application expansion (suppliers value).Existing studies of collaboration mostly investigated the outcomes from supplier side,while the value of customer is the focus service-dominant logic. Further, most of theprior learning literature focused on the project itself, this study expands theknowledge value acquired from the customer to other projects and other customers.
The unit of analysis was project. We first conducted interview with16customerand16supplier project managers, and then distributed questionaires to customers andthe supplier managers.136matched data finally were collected. Hirachical regressionanalysis was used to test the fit between customer participation and supplierknowledge, and the mediating role of customization between long-term collaborationorientation and application expansion.
First, customer participation and co-development:1) breadth match (customerparticipation breadth and supplier team knowledge diversity) has positive effect onlong-term collaboration orientation,2) depth match (customer participation depth andsupplier team knowledge specification) enhances long-term collaboration orientation,3) breadth mismatch (customer participation breadth and supplier team knowledgespecification) prevents long-term collaboration orientation,4) depth mismatch(customer participation depth and supplier team knowledge diversity) has no effect onlong-term collaboration orientation.
Second, long-term collaboration orientation enhances the value of customizationand application diffusion.
Third, customization mediates the relationship between application expansionand long-term collaboration orientation.
引文
1“定制化”的新工业革命，http://www.ceweekly.cn/html/Article/2013042226206340.html，2013-04-22.
2宝洁：从内部研发到外部联盟，http://biz.cnwnews.com/school/2013/1117/20838.html，2013-11-17
3亦敌亦友,苹果三星官司之后继续合作，http://mobile.163.com/12/0828/10/8A05FPQ00011179O.html，2012-08-28
4奢华酒店的豪华营销：让客户有参与感不能太复杂，http://news.winshang.com/news-155286.html，2013-03-21
5如何建立酒店与顾客之间的长期关系，http://www.6eat.com/DataStore/CardExpensePage/269237_0，2011-08-13
6如何建立酒店与顾客之间的长期关系，http://www.6eat.com/DataStore/CardExpensePage/269237_0，2011-08-13
7Keep active and keep your routine, http://www.ihg.com/evenhotels/hotels/us/en/reservation,2014-05-17
8劳斯莱斯亨瑞克：定制化服务是核心，http://auto.163.com/12/1122/23/8GUVOP5H00084TV4.html，2012-11-22
9InterContinental Hotels Group launches EVEN, a wellness-focused hotel brand,http://www.gadling.com/2012/03/01/intercontinental-hotels-group-launches-even-a-wellness-focused/#!slide=9546
68,2012-05-01
10软件服务业的强盛时代，http://www.taoguba.com.cn/Article/595642/1，2012.02.07
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