How HR flexibility contributes to customer value co-creation behavior

Abstract

Purpose

Service-dominant logic perspective underscores the role of customers as value co-creators for an organization. The purpose of this paper is to build the understanding of how HR flexibility contributes to customer value co-creation behavior through mediating roles of employees’ role breadth self-efficacy and customer-organization identification and also to assess the interaction between CSR and role breadth self-efficacy in predicting customer-organization identification, leading to a higher level of customer value co-creation behavior.

Design/methodology/approach

Responses to the questionnaire survey came from 214 managers and 427 sales employees from 62 software companies, and 427 purchase managers of their customer companies in Vietnam context.

Findings

Research findings confirmed the path from HR flexibility to customer value co-creation behavior through the mediating mechanisms of role breadth self-efficacy and customer-organization identification. The research data also provided evidence for the role of CSR in enhancing the effect of employees’ role breadth self-efficacy on customer-organization identification.

Originality/value

The novel relationship between HR flexibility and customer value co-creation behavior extends both HRM and service-dominant logic literature. The moderation mechanism of CSR for that relationship further converges CSR into HRM research stream.

Citation

Tuan, L.T. (2016), "How HR flexibility contributes to customer value co-creation behavior", Marketing Intelligence & Planning, Vol. 34 No. 5, pp. 646-670. https://doi.org/10.1108/MIP-09-2015-0186