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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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| Published in: | International journal of bank marketing 2019-02, Vol.37 (1), p.241-257 |
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| Format: | Article |
| Language: | English |
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| cited_by | cdi_FETCH-LOGICAL-c362t-e0a1d72f7e9a9fb46086cd7d37b6c0200e60b025eb25ae5fc28188afbb279cc83 |
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| cites | cdi_FETCH-LOGICAL-c362t-e0a1d72f7e9a9fb46086cd7d37b6c0200e60b025eb25ae5fc28188afbb279cc83 |
| container_end_page | 257 |
| container_issue | 1 |
| container_start_page | 241 |
| container_title | International journal of bank marketing |
| container_volume | 37 |
| creator | Wang, Chung-Yu |
| description | 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. |
| doi_str_mv | 10.1108/IJBM-10-2017-0220 |
| format | article |
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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.</description><identifier>ISSN: 0265-2323</identifier><identifier>EISSN: 1758-5937</identifier><identifier>DOI: 10.1108/IJBM-10-2017-0220</identifier><language>eng</language><publisher>Bradford: Emerald Publishing Limited</publisher><subject>Bank marketing ; Competitive advantage ; Costs ; Customer satisfaction ; Customer services ; Customization ; Economic models ; Employees ; Financial services ; Market strategy ; Participation ; Regression analysis ; Roles ; Self-efficacy ; Studies</subject><ispartof>International journal of bank marketing, 2019-02, Vol.37 (1), p.241-257</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited 2018</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c362t-e0a1d72f7e9a9fb46086cd7d37b6c0200e60b025eb25ae5fc28188afbb279cc83</citedby><cites>FETCH-LOGICAL-c362t-e0a1d72f7e9a9fb46086cd7d37b6c0200e60b025eb25ae5fc28188afbb279cc83</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.proquest.com/docview/2178936242?pq-origsite=primo$$EHTML$$P50$$Gproquest$$H</linktohtml><link.rule.ids>314,780,784,11688,27924,27925,36060,44363</link.rule.ids></links><search><creatorcontrib>Wang, Chung-Yu</creatorcontrib><title>Customer participation and the roles of self-efficacy and adviser-efficacy</title><title>International journal of bank marketing</title><description>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.</description><subject>Bank marketing</subject><subject>Competitive advantage</subject><subject>Costs</subject><subject>Customer satisfaction</subject><subject>Customer services</subject><subject>Customization</subject><subject>Economic models</subject><subject>Employees</subject><subject>Financial services</subject><subject>Market strategy</subject><subject>Participation</subject><subject>Regression analysis</subject><subject>Roles</subject><subject>Self-efficacy</subject><subject>Studies</subject><issn>0265-2323</issn><issn>1758-5937</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2019</creationdate><recordtype>article</recordtype><sourceid>M0C</sourceid><recordid>eNptkE9LAzEQxYMoWKsfwNuC5-hktptkj1r801LxoueQzU5wy7ZZk63Qb--uFUHwNMy89-bBj7FLAddCgL5ZLO-euQCOIBQHRDhiE6EKzYsyV8dsAigLjjnmp-wspTUAzFQpJ2w536U-bChmnY1945rO9k3YZnZbZ_07ZTG0lLLgs0St5-R946zbf8u2_mwSxd_jOTvxtk108TOn7O3h_nX-xFcvj4v57Yq7XGLPCayoFXpFpS19NZOgpatVnatKOkAAklABFlRhYanwDrXQ2vqqQlU6p_Mpuzr87WL42FHqzTrs4naoNCiULoeWGQ4ucXC5GFKK5E0Xm42NeyPAjMjMiGxcRmRmRDZk4JChAYht638jfyjnX1_4bTI</recordid><startdate>20190213</startdate><enddate>20190213</enddate><creator>Wang, Chung-Yu</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>AFKRA</scope><scope>ANIOZ</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>F~G</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M1F</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>20190213</creationdate><title>Customer participation and the roles of self-efficacy and adviser-efficacy</title><author>Wang, Chung-Yu</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c362t-e0a1d72f7e9a9fb46086cd7d37b6c0200e60b025eb25ae5fc28188afbb279cc83</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2019</creationdate><topic>Bank marketing</topic><topic>Competitive advantage</topic><topic>Costs</topic><topic>Customer satisfaction</topic><topic>Customer services</topic><topic>Customization</topic><topic>Economic models</topic><topic>Employees</topic><topic>Financial services</topic><topic>Market strategy</topic><topic>Participation</topic><topic>Regression analysis</topic><topic>Roles</topic><topic>Self-efficacy</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Wang, Chung-Yu</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>ProQuest Central UK/Ireland</collection><collection>Accounting, Tax & Banking Collection</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Banking Information Database</collection><collection>One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>International journal of bank marketing</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Wang, Chung-Yu</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Customer participation and the roles of self-efficacy and adviser-efficacy</atitle><jtitle>International journal of bank marketing</jtitle><date>2019-02-13</date><risdate>2019</risdate><volume>37</volume><issue>1</issue><spage>241</spage><epage>257</epage><pages>241-257</pages><issn>0265-2323</issn><eissn>1758-5937</eissn><abstract>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.</abstract><cop>Bradford</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/IJBM-10-2017-0220</doi><tpages>17</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0265-2323 |
| ispartof | International journal of bank marketing, 2019-02, Vol.37 (1), p.241-257 |
| issn | 0265-2323 1758-5937 |
| language | eng |
| recordid | cdi_emerald_primary_10_1108_IJBM-10-2017-0220 |
| source | ABI/INFORM Global; Emerald:Jisc Collections:Emerald Subject Collections HE and FE 2024-2026:Emerald Premier (reading list) |
| 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 |
| title | Customer participation and the roles of self-efficacy and adviser-efficacy |
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