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知覺品質、知覺價值與行為意圖關係之研究－交易成本觀點
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risks that customers may perceive when offering the company’s products or services.
Managers should also consider means of reducing consumers’ moral hazard cost to more
effectively ensure positive perceptions of the quality and value of the product or service.
Finally, the hypotheses of Q-V-B model in the tourism context are partially supported;
though the association between perceived quality and behavior intention is not supported,
perceived quality is found to positively affect perceived value, and perceived value is
demonstrated to positively affect behavior intention. Most critically, the importance of
perceived value appears to exceed that of perceived quality in determining final purchasing
behavior. As such, value is indeed the crucial element that drives customers to purchase
tourism products. In conclusion, besides establishing a more comprehensive Q-V-B model
framework, the empirical results of this study incorporate transaction cost theory into the
discussion of customer values, thereby enriching the research into consumer behavior and
enabling managers to more effectively consider how transaction cost affects customer
behavior, other than enhancing repurchase behavior by creating customer values.
The study examines the two negative antecedents of TCE: information searching cost;
and moral hazard cost; without investigating monetary sacrifice (customers’ subjective
perceived price) or individual variations in behavior intention. Therefore, the study suggests
that subsequent research could thoroughly examine monetary cost and learning experience
cost as means of intensifying the necessity and broadness of cost constructs. Furthermore,
another TCE cost concept, specific assets, has not been discussed. Tourism product
purchasers do not usually make the same purchase multiple times and seldom face specific
holdup costs arising from specific assets. Hence, the current study does not consider this cost
concept in the context of tourism service. Nevertheless, subsequent studies should consider
the impact of specific assets on the Q-V-B model; for example, how aviation industry
promotions such as frequent flyer programs influence consumer behavior. As long as
customers adopt such a program, they are unable to receive similar benefits through other
airlines, therefore such benefits become a holdup cost. Thus, future studies could determine
whether such promotions engender specific holdup costs and influence customer decision-
making process.