مقاله انگلیسی رایگان در مورد مشارکت مشتری و مشارکت کارکنان – اسپرینگر 2017

The exchange perspective (Bagozzi 1975) examines how customers and employees affect organizational performance. In exchange for goods and services that satisfy their needs, customers provide a firm with monetary and nonmonetary value. Monetary value accrues to the firm in the form of the price customers pay for the goods or services. Nonmonetary value accrues in the form of referrals and recommendations to others, positive reviews, and other behaviors that strengthen the firm’s ability to increase revenues from other customers (Van Doorn et al. 2010). Employees, in exchange for wages and benefits, provide value to the firm by creating products and performing services that satisfy customer needs (Payne and Webber 2006). In other words, firms are able to satisfy their customers’ needs based on the activities of their employees. A large number of studies separately measure the association of customer engagement and employee engagement with organizational performance. Regarding customer engagement, research shows several customer-related constructs that are positively associated with increased firm performance, including customer satisfaction (Anderson et al. 1994, 2000; Morgan and Rego 2006), customer commitment (Keiningham et al. 2015), customer-based brand equity (Rego et al. 2009), and  customer word of mouth (Chevalier and Mayzlin 2006). Similarly, employee-based constructs associated with firm performance include employee satisfaction (Harter et al. 2002), employee engagement (Saks 2006), and employee commitment (Arthur 1994). Surprisingly, however, very few studies show a direct impact of employee-based constructs on a firm’s financial performance. Some studies show that a firm’s financial performance affects job satisfaction among employees (e.g., Bagozzi 1980), and still others show that employee-related constructs are associated with firm performance through customer-related constructs (e.g., Evanschitzky et  al. 2012b; Homburg et al. 2009b). The latter set of studies suggests that employee engagement may be associated with firm performance only in the presence of customer engagement.