Customer participation and the roles of self-efficacy and adviser-efficacy

Purpose The purpose of this paper is to examine how customers derive value and switching costs from their own participation conditional on their perceived efficacy of themselves (self-efficacy) and their advisers (adviser-efficacy) in financial services. Design/methodology/approach Student interview...

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Bibliographic Details
Published in:International journal of bank marketing 2019-02, Vol.37 (1), p.241-257
Main Author: Wang, Chung-Yu
Format: Article
Language:English
Subjects:
Bank marketing
Competitive advantage
Costs
Customer satisfaction
Customer services
Customization
Economic models
Employees
Financial services
Market strategy
Participation
Regression analysis
Roles
Self-efficacy
Studies
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Summary:Purpose The purpose of this paper is to examine how customers derive value and switching costs from their own participation conditional on their perceived efficacy of themselves (self-efficacy) and their advisers (adviser-efficacy) in financial services. Design/methodology/approach Student interviewers approached customers exiting banks with a skip interval of two. The respondents received the questionnaire items translated into Chinese. The final survey sample consists of 220 respondents. Findings Empirical results confirm that customer participation influences switching costs through customer value. The synergistic effect of self-efficacy and adviser-efficacy moderates the relationships among customer participation, customer value and switching costs. The incongruent levels of self-efficacy and adviser-efficacy can increase customer value and switching costs. Originality/value This study looks beyond self-efficacy to demonstrate that the synergistic roles of self-efficacy and adviser-efficacy significantly influence the relationships among customer participation, customer value and switching costs.
ISSN:0265-2323
1758-5937
DOI:10.1108/IJBM-10-2017-0220