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服務主導邏輯之共同生產：前置因素與結果因素
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investment consultants can familiarize themselves and develop friendships with their
customers. Moreover, they can help customers understand the processes of their operations
and make them feel comfortable about their decisions. Most importantly, investment services
industry can take special treatment benefits, social benefits, and confidence benefits as a
marketing strategy to increase customers’ share of wallet.
7. Limitations and Directions for Future Research
This study should be interpreted with caution in light of several limitations. First, this
study used cross-sectional and self-reported data, which may have resulted in the
overestimation of the relationships considered due to CMV. Although this study used
multiple remedies and not simply one remedy to minimize the likelihood of CMV, the best
means of avoiding any potential CMV is to collect measures for different constructs from
different sources. For instance, the use of archival data or customer database has become
increasingly popular in the research on share of wallet. Such data can be used to solve CMV
in this model. Future study can randomize the ordering of scale items, and items can be
reverse-coded (Podsakoff et al., 2003) and use the partial correlation approach of Lindell and
Whitney (2001), in which the minimum correlations between the marker and focal variables
are subtracted from the correlations among the focal variables to adjust for CMV. Moreover,
managerial and research implications will considerably benefit time series data and
longitudinal investigations. Antecedents, co-production process, relational benefits, and
share of wallet may develop over time, and these effects are only likely to be observed
through a longitudinal research design. Hence, this study cannot draw strong conclusions
regarding true dynamic effects.
Second, the side of customers in their dyadic relationship with service providers is
analyzed in this study. Theoretically, although the customization of products and services
through co-production enhances the benefits that customers receive, such customization also
increases the product development and service delivery costs that are incurred by service
providers (Cannon and Homburg, 2001). Moreover, although co-production increases
customer satisfaction by creating customer economic value, the dark side of co-production is
that the job satisfaction of employees may be reduced by such activity because of the
additional stress that their customers impose upon them (Chan et al., 2010). Meanwhile,
inappropriate or unexpected use of available resources in co-production will result in value
co-destruction for at least one of the parties (Plé and Cáceres, 2010). The data from the