Value co-destruction: The influence of failed interactions on members’ behaviors in online travel communities

Navigating Value Co-Destruction in Open Innovation Communities: An Empirical Study of Expectancy Disconfirmation and Psychological Contracts in Business Analytics Communities

Enterprises seeking to enhance their innovation capabilities are increasingly turning to open innovation communities (OICs), which allow them to leverage the collective knowledge and collaborative potential of external users, providing a powerful source of new and innovative ideas. Despite their potential for value co-creation, recent research suggests that value co-destruction can also occur within OICs. However, the mechanisms underlying value co-destruction in OICs have not yet been fully explored or empirically examined. To address this gap, this study employs expectancy disconfirmation theory and psychological contract theory to investigate the relationship between user expectancy disconfirmation and value co-destruction in OICs. Drawing upon data collected from a questionnaire survey of business analytics OICs, this study reveals that self-interest expectancy disconfirmation has a positive effect on value co-destruction, which is mediated by the transactional psychological contract breach. In addition, social interaction expectancy disconfirmation is found to have a positive impact on value co-destruction, which is mediated by the relational psychological contract breach. The study further reveals that self-worth expectancy disconfirmation of community users positively influences value co-destruction, which is mediated by the ideological psychological contract breach. Moreover, the study demonstrates the crucial role of perceived organizational status in moderating the ideological psychological contract breach resulting from self-worth expectancy disconfirmation. Collectively, these findings contribute valuable insights into the phenomenon of value co-destruction in OICs, and provide practical guidance for enterprises seeking to enhance the development and performance of these innovation paradigms.

"Net" value co-creation: The effect of interactions on consumer citizenship behavior in online travel communities

Online traveling community is initiated by companies, but its survival is inextricably linked to consumer citizenship behavior (e.g., out-group recommendation, in-group helping, and inward response). The majority of researches have investigated consumer behavior of brand community such as consumer satisfaction, brand loyalty, and purchase intention. A few scholars try to explore consumer behaviors beyond the purchase, like participation, which was concerned as the value co-creation. However, the value co-creation of the community should depend on consumers' citizenship behaviors instead of their pure participation. Therefore, this study empirically examines the effect of consumer interaction on consumer psychology and citizenship behaviors of the online travel community. The findings demonstrated that consumer interaction facilitated participants' self-identity and their perceived social support, which enhanced their community identification and thus their citizenship behaviors. Furthermore, the motivation of participation plays a moderator in this process. Specifically, symbolic motivation moderates the relationship between consumer interaction and their self-identity, while utilitarian motivation moderates the effect of consumer interaction on their perceived social support. These findings contributed to the intervention of consumer citizenship behavior in online traveling community and provide insights into the management of the online travel community from the perspective of the value co-creation.

Collaborating with Virtual Assistants in Organizations: Analyzing Social Loafing Tendencies and Responsibility Attribution

Organizations increasingly introduce collaborative technologies in form of virtual assistants (VAs) to save valuable resources, especially when employees are assisted with work-related tasks. However, the effect of VAs on virtual teams and collaboration remains uncertain, particularly whether employees show social loafing (SL) tendencies, i.e., applying less effort for collective tasks compared to working alone. While extant research indicates that VAs collaboratively working in teams exert greater results, less is known about SL in virtual collaboration and how responsibility attribution alters. An online experiment with N = 102 was conducted in which participants were assisted by a VA in solving a task. The results indicate SL tendencies in virtual collaboration with VAs and that participants tend to cede responsibility to the VA. This study makes a first foray and extends the information systems (IS) literature by analyzing SL and responsibility attribution thus updates our knowledge on virtual collaboration with VAs.