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Me, myself and I: Non-collaborative customer behavior in service outsourcing – the key role of outcome orientation and outcome attributability

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Me, myself and I: Non-collaborative customer behavior in service outsourcing – the key role of outcome orientation and outcome attributability. / Steinbach, Torsten ; Wallenburg, Carl Marcus; Selviaridis, Konstantinos.
In: International Journal of Operations and Production Management, Vol. 38, No. 7, 02.07.2018, p. 1519-1539.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Steinbach T, Wallenburg CM, Selviaridis K. Me, myself and I: Non-collaborative customer behavior in service outsourcing – the key role of outcome orientation and outcome attributability. International Journal of Operations and Production Management. 2018 Jul 2;38(7):1519-1539. Epub 2018 May 23. doi: 10.1108/IJOPM-05-2017-0297

Author

Steinbach, Torsten ; Wallenburg, Carl Marcus ; Selviaridis, Konstantinos. / Me, myself and I : Non-collaborative customer behavior in service outsourcing – the key role of outcome orientation and outcome attributability. In: International Journal of Operations and Production Management. 2018 ; Vol. 38, No. 7. pp. 1519-1539.

Bibtex

@article{d6c7857c9dea486c96383ab6ea6641c3,
title = "Me, myself and I: Non-collaborative customer behavior in service outsourcing – the key role of outcome orientation and outcome attributability",
abstract = "This research focuses on the role of customer behavior in service outsourcing relationships that are governed by outcome-oriented contracts. It aims to explain how non-collaborative customer behavior impedes the effectiveness of outcome-oriented contracts to align the goals and incentives of the customer and service provider, and leads to service provider opportunism.Nine hypotheses are developed regarding customer behavior and the reaction of the service provider to this. These are tested using structural equation modelling with data from 213 service outsourcing relationships.Outcome-orientated contracts in service outsourcing may have unintended consequences because they create value attribution ambiguity. This ambiguity induces non-collaborative customer behavior, which, in turn, results in service provider opportunism. This reveals a paradox, where customer behavior aimed at curbing service provider opportunism instead induces such opportunism. This chain of effects can be counteracted by increased outcome attributability, which reduces the ambiguity and, thus, the motivation for non-collaborative customer behavior.This research extends the existing literature by stressing that non-collaborative customer behavior is a key reason why outcome-oriented contracts fail in effectively governing outsourcing relationships, and that this can be counteracted by increased outcome attributability.",
author = "Torsten Steinbach and Wallenburg, {Carl Marcus} and Konstantinos Selviaridis",
note = "This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.",
year = "2018",
month = jul,
day = "2",
doi = "10.1108/IJOPM-05-2017-0297",
language = "English",
volume = "38",
pages = "1519--1539",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Group Publishing Ltd.",
number = "7",

}

RIS

TY - JOUR

T1 - Me, myself and I

T2 - Non-collaborative customer behavior in service outsourcing – the key role of outcome orientation and outcome attributability

AU - Steinbach, Torsten

AU - Wallenburg, Carl Marcus

AU - Selviaridis, Konstantinos

N1 - This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.

PY - 2018/7/2

Y1 - 2018/7/2

N2 - This research focuses on the role of customer behavior in service outsourcing relationships that are governed by outcome-oriented contracts. It aims to explain how non-collaborative customer behavior impedes the effectiveness of outcome-oriented contracts to align the goals and incentives of the customer and service provider, and leads to service provider opportunism.Nine hypotheses are developed regarding customer behavior and the reaction of the service provider to this. These are tested using structural equation modelling with data from 213 service outsourcing relationships.Outcome-orientated contracts in service outsourcing may have unintended consequences because they create value attribution ambiguity. This ambiguity induces non-collaborative customer behavior, which, in turn, results in service provider opportunism. This reveals a paradox, where customer behavior aimed at curbing service provider opportunism instead induces such opportunism. This chain of effects can be counteracted by increased outcome attributability, which reduces the ambiguity and, thus, the motivation for non-collaborative customer behavior.This research extends the existing literature by stressing that non-collaborative customer behavior is a key reason why outcome-oriented contracts fail in effectively governing outsourcing relationships, and that this can be counteracted by increased outcome attributability.

AB - This research focuses on the role of customer behavior in service outsourcing relationships that are governed by outcome-oriented contracts. It aims to explain how non-collaborative customer behavior impedes the effectiveness of outcome-oriented contracts to align the goals and incentives of the customer and service provider, and leads to service provider opportunism.Nine hypotheses are developed regarding customer behavior and the reaction of the service provider to this. These are tested using structural equation modelling with data from 213 service outsourcing relationships.Outcome-orientated contracts in service outsourcing may have unintended consequences because they create value attribution ambiguity. This ambiguity induces non-collaborative customer behavior, which, in turn, results in service provider opportunism. This reveals a paradox, where customer behavior aimed at curbing service provider opportunism instead induces such opportunism. This chain of effects can be counteracted by increased outcome attributability, which reduces the ambiguity and, thus, the motivation for non-collaborative customer behavior.This research extends the existing literature by stressing that non-collaborative customer behavior is a key reason why outcome-oriented contracts fail in effectively governing outsourcing relationships, and that this can be counteracted by increased outcome attributability.

U2 - 10.1108/IJOPM-05-2017-0297

DO - 10.1108/IJOPM-05-2017-0297

M3 - Journal article

VL - 38

SP - 1519

EP - 1539

JO - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 7

ER -