본 연구는 국내 풋살장의 효율적인 운영 전략을 위한 기초자료를 제공하기 위해 선택속성이 고 객만족 및 참여의도에 어떠한 영향력이 있는지를 검증하고자 했다. 따라서 국내 풋살장을 이용한 사람들을 표본으로 선정했으며, 편의표본 추출방법을 활용했다. 최종분석은 271부의 자료를 활용했다. 자료처리는 SPSS(ver. 21.0) 프로그램으로 빈도분석, 요인분석 및 신뢰도 분석, 상관분석, 단순 및 다중회귀분석을 실시 했다. 연구결과는 첫째, 국내 풋살장 선택속성은 서비스, 편의성, 가격, 시설 순으로 고객만족에 유의한 영 향이 있었다. 둘째, 고객만족이 참여의도에 유의한 영향이 있었다. 셋째, 선택속성은 시설, 서비스, 편의성, 가격 순으로 참여의도에 유의한 영향이 있었다. 이상의 결과들을 종합해보면 국내 풋살장들은 소비자들이 보다 편리하고 안전하게 풋살 경기를 즐길 수 있는 시설과 서비스를 제공할 필요가 있을 것으로 판단된다.

Previous studies offered inconsistent empirical results for the influence of customer participation on service satisfaction. One possible explanation for this inconsistency is that existing conceptualizations of customer participation do not clearly differentiate the distinct roles of customer participation in service. To address this gap, Dong and Sivakumar (2015) have proposed an updated classification for customer participation based on “output specificity,” which refers to the degree to that the nature of the output is influenced by the person who provides the resource. The output of the customer participation can either be “specific” or “generic”. The “specific output” is defined as the expected service outcome can be idiosyncratic depending on whether the service is provided by the customer or the employee. In contrast, “generic output” refers to expected service outcome is well defined regardless of whether it is delivered by the service provider or the customer. How output specificity of customer participation influences service satisfaction still lacks of empirical examination.

Previous studies offered inconsistent empirical results for the influence of customer participation on service satisfaction. One possible explanation for this inconsistency is that existing conceptualizations of customer participation do not clearly differentiate the distinct roles of customer participation in service. To address this gap, Dong and Sivakumar (2015) have proposed an updated classification for customer participation based on “output specificity,” which refers to the degree to that the nature of the output is influenced by the person who provides the resource. The output of the customer participation can either be “specific” or “generic”. The “specific output” is defined as the expected service outcome can be idiosyncratic depending on whether the service is provided by the customer or the employee. In contrast, “generic output” refers to expected service outcome is well defined regardless of whether it is delivered by the service provider or the customer. How output specificity of customer participation influences service satisfaction still lacks of empirical examination.

Despite the importance of technology-based innovation and customer participation for both practitioners and academics, the impact of different customer participation types in new product innovation has rarely been addressed. Since consumers' positive assessment of new technologies leads to positive outcomes in the market, consumer evaluation of new technologies is important. Thus, examining the consumer perception of technology-based innovation including the different levels of customer participation is meaningful to new theoretical and practical insights.

본 연구는 국내 수상스포츠 시설의 서비스스케이프가 고객만족 및 참여행동에 어떠한 영향을 미치는지를 규명하여 운영방안의 기초자료를 제공하고자 했다. 따라서 수상스포츠 시설을 경험한 사람들 중 20대 이상 참여자를 표본으로 선정했다. 조사는 2022년 4월 25일부터 7월 15일까지 비대면으로 실시했 으며, 총 243부의 데이터를 최종 분석에 이용했다. 자료처리는 SPSS(ver. 21.0) 프로그램을 활용해 빈도분 석, 탐색적 요인분석, 문항내적일관성, 상관분석, 단순 및 다중회귀 분석을 실시했다. 본 연구의 주요 결과, 첫째, 수상스포츠 시설 서비스스케이프가 편리성, 공감성, 시설환경 순으로 가치에 영향을 미치는 것으로 나타났다. 둘쨰, 수상스포츠 시설 고객만족이 참여행동에 영향을 미치는 것으로 나타났다. 셋째, 수상스포 츠 시설 서비스스케이프가 시설환경, 서비스, 편의성, 공감성 순으로 참여행동에 영향을 미치는 것으로 나 타났다.

Abstract submitted to the Special Section of Asia Pacific Journal of Marketing and Logistics (APJML) on “Product Innovation & Consumer Behaviors”

In three studies, we show that semployee accent directly, indirectly (through intelligibility and trust), and/or conditionally affects customer participation (CP) in services positively or negatively, depending on the type of accent and its valence, the customer’s need for interaction, and the type of CP, i.e. voluntary, mandatory, or replaceable CP.

Introduction This paper’s goal is to assess the effects of customer participation behavior on perceived e-service quality and satisfaction in Greek e-shops. The author builds on and expands previous efforts by investigating customer participation using a multi-dimensional construct developed by Yi and Gong (2013) with the goal of dwelling deeper in the effects of individual dimensions of customer participation (i.e. information seeking, information sharing and responsible behavior) on consumers’ perceptions. The findings show that one of the three dimensions of customer participation behavior, namely responsible behavior, positively affects both perceived service quality as well as customer satisfaction, while information seeking affects only e-service quality and information sharing does not affect any of the two dependent variables. Theoretical development The author, in agreement with the service-dominant view proposed by Vargo and Lusch (2004; 2008), emphasizes the notion that the customers of a provided service are not just simple recipients of a final product, but also co-creators in its production process. Research on customer participation, has revealed its positive influence on perceived quality (Cermak et al., 1994) and satisfaction (Yang et al., 2017), while in some cases studies pointed out when this relationship does not hold, as well as investigate moderators affecting it (Yim et at., 2012). There have been studies that support the positive effect that aspects of customer participation have on customer satisfaction (Dong et al., 2015; Yim et al., 2012; Chan et al., 2010; Kellogg et al., 1997) and perceived service quality (Dong et al., 2015). At the same time, there have been few studies probing into the relationship between customer participation behavior and perceived service quality and satisfaction in the context of the production and distribution of services from self-service technologies, where a high level of customer/user activity and low provider activity is required (Wünderlich et al., 2013), which stresses the importance of the customers’ role in attaining value co-creation. According to Yi and Gong (2013) customer value co-creation behavior comprises two dimensions; customer participation behavior and customer citizenship behavior. This study focuses on customer behavior that is necessary for value co-creation, namely on customer participation behavior, since it is this that is usually manifest in the context of the interaction of customers with an e-shop. In accordance with the terminology utilized by Kelley et al. (1990), this study focuses on customer technical quality- as expressed by information seeking, information sharing and responsible behavior, according to Yi and Gong (2013)- since interaction with an e-shop is usually standardised and does not facilitate the development of interpersonal relationships between customers and employees. Research design To check the hypotheses formulated in this study, the services offered by e-shops in Greece were examined and assessed. What drew attention on the e-commerce and e-shopping sector, was the fact that through the long lasting economic crisis in Greece, it was one of the few that managed to flourish. A survey was carried out using a structured questionnaire for a sample of 335 adults, customers of 125 Greek e-shops. Customer participation behavior (composed of three dimensions, namely information seeking, information sharing and responsible behavior) was measured using Yi and Gong’s (2013) multidimensional and hierarchical scale that consists of 11 items, rated on a seven-point Likert format. E-service quality was measured through the use of a one-item scale developed expressly for this purpose by Lee and Lin (2005), who also used a one-item scale to measure customer satisfaction. Result and conclusion The results obtained from the analysis, supported the propositions that customer information seeking and customer responsible behavior enhance perceived service quality, while at the same time customer responsible behavior increases customer satisfaction. Claims that customer information seeking, or customer information sharing enhance customer satisfaction, could not find any support, as did the proposition that customer information sharing enhances perceived service quality. These results provide useful insight when it comes to designing an on-line store in a way that it would enhance the customers’ perceptions on the attained service quality, as well as their perceptions on their satisfaction. In order to succeed, enterprises should develop organisational socialisation (Kelley et al., 1990; Kelley et al., 1992) in such an extent, that it would establish a climate of trust that will lead customers to assume a responsible behavior towards the e-shop.

This paper’s aim is to provide an insight into when and for what type of innovation are different types of customers most effective participants in the NPD process (Gemser & Perks 2015). Most of prior research has not considered type of innovation or only focused on one stage of NPD process, although both innovation type and each NPD process are critical factors to the NPD performance in the customer co-development context (Chatterji & Fabrizio 2014). Even though some research has examined all stages of NPD process, they also did not specify users or innovation types to compare them. Thus, we will examine the effect of customer participation on NPD performance considering both innovation and user types in terms of each NPD process. The specific research questions are 1) In the NPD process, will the impact of customer participation on NPD performance differ by user-type (lead users vs. ordinary users)? And the NPD stage?, 2) If so, when we consider both user-type and NPD stage, will the impact of customer participation on NPD performance differ depending on the type of innovation (Incremental vs. radical)? The hypotheses are developed as a basis for the subsequent research. This research has several theoretical contributions. First, we discover more appropriate user type in each NPD stage in the customer participation process. Second, we also find more appropriate user characteristics depending on the type of innovation. Third, if lead users are involved rather than ordinary users, customer participation in the development stage can generate positive impact on NPD performance, which is the opposite result compared to previous research (e.g., Chang & Taylor 2016). Finally, we show practical implications and limitations.

Customer participation (CP) refers to customers’ contribution of effort, knowledge, information or other resources to service production and delivery (Dong & Sivakumar, 2017). A key management challenge is to ensure that after customers’ initial acceptance these service formats, customers continue to use them, by the provision and management of CP quality as perceived by the customer. In a CP context, shaping customers’ quality perceptions is complex. First, these perceptions are the result of multiple parties (i.e., customer, employee, and firm). Secondly, customer performance is difficult to control and forms a preeminent source of variability and operational inefficiency (Groth, 2005). Against this backdrop, two research objectives guide this study. First, to propose and test a quality typology that takes a comprehensive view on the CP quality dimensions. Second, to assess whether organizational socialization -consisting of role clarity, self-efficacy, and motivation- is able to influence the customer in service formats that rely on CP. To address these issues survey data were collected from 138 customers. PLS-SEM results indicate that stimulating continued usage of CP formats involves managing an intricate mix of customer quality perceptions (i.e., employee functional and technical quality; firm functional and technical; customer technical quality. In addition, the results show that socialization techniques can be useful to influence customer quality contributions in CP service formats.

This study (i) examines the main effect of how a customer’s trust in the service personnel could affect his/her service co-designing and co-delivering behavior; and (ii) investigates how the main effect could vary by the customer’s trust in the service brand, and the types of customer contact service contexts. Keywords: customer participation, co-

Despite the importance of innovation and customer participation for both practitioners and academics, the effects of the integration between innovation and customer participation has rarely been addressed in consumers’ perspectives. Accordingly, the authors first examine separately the impact of the two breakthrough innovation types (technology-based innovation vs. market-based innovation) and two forms of customer participation (as information providers vs. as co-developers) on brand attitude. Following this, the interaction effect between the two variables is also tested. We used a 2x2x2 mixed subjects design. We employed a 2 (breakthrough innovations: T-INNO, M-INNO) x 2 (customer participation: CPI, CPC) between-subjects design for independent variables and the dependent variable had a 2 (brand attitude: pre-brand attitude, post-brand attitude) within-subject design. The hypotheses were tested for a cell phone product category by pretest. Participants were 148 university students from Seoul, Korea. The results show that both breakthrough innovation and customer participation positively influence the brand attitudes held by customers, though neither the two forms of breakthrough innovation nor the two forms of customer participation differ from each other in terms of the strength of this relationship. However, when technology-based innovation is combined with customer participation in the form of co-development, a stronger positive impact on brand attitude is observed than when customers are treated as information providers. Conversely, when market-based innovation is combined with customer participation in the form of information provision, a stronger positive impact on brand attitude is observed than when the customers act as co-developers. These results have a number of theoretical contributions. First, prior innovation research has mostly focused on the impact on firm performance. Even though a few researchers have conducted several studies about the impact of innovation in terms of consumers’ perspectives, they did not consider the specific type of innovation. The present study focuses on comparing the impact of two types of breakthrough innovation based on customers’ perspectives. Second, prior customer participation or co-creation research has mostly looked at the positive impact on performance from both the firm’s and consumer’s perspective. However, they did not consider the specific type of customer participation which can affect differently performance. In this study, the differential impact of each type of customer participation was explored. Third, previous studies have not focused on the interaction effect between two types of innovation and customer participation. We found that the interaction effect can be significant when they are combined together. This study has also managerial implications. First, when firm managers utilize both breakthrough innovation and customer participation strategies, they need to consider the most effective combination of the forms of innovation and participation available. Second, this interaction effect should be considered not only in the innovative product development process but also in the communication activities in their customers. Finally, the limitations and further research directions of this results are discussed.

서비스기업에게 있어서 고객은 부분적 종업원으로서 중요한 인적자원이다. 이때, 서비스접점에서의 중 요한 고객의 역할로 종업원의 역할내 행동과 유사한 개념으로 고객참여행동과 종업원의 역할외 행동과 유사한 개념으로 고객시민행동이 언급되고 있다. 고객참여행동은 필수적인 반면, 고객시민행동은 자발적 인 특성을 지니고 있다. 이에 접점종업원의 직무에 미치는 이 두 고객역할의 영향이 다를 수 있음을 비교 분석함으로써 접점종업원의 직무와 관련한 고객의 영향을 보다 명확하게 이해하고자 한다. 연구의 결과, 기술적 측면으로 이해될 수 있는 접점종업원의 직무성과는 고객시민행동보다 고객참여행 동에 의해 상대적으로 더욱 크게 영향을 받는 반면, 기능적 측면으로 이해되는 접점종업원의 직무만족은 고객참여행동보다 고객시민행동에 의해 더욱 크게 영향을 받는 것으로 나타났다. 이는, 고객에 의한 접점종업원의 직무성과 및 만족을 관리하기 위해서, 서비스기업이 필요한 가치공동창출 역할로서의 고객행동 을 명확히 이해하고 관리할 필요성을 제기한다.

Deciding what value to offer to customers is a key managerial task in differentiating a service in the market and in satisfying customer needs better than competitors. This task is more critical for B2B services because customer satisfaction results from both the customer’s actual experience with the service and the ongoing interactions a customer has with the service provider. Previous research supports this view by showing that a service’s performance and relational value offerings are paramount in driving customer satisfaction; however, the distinct effect of each of these value offerings on customer satisfaction has not been fully explained. Using a multi-informant design and data from 173 B2B service firms, our study provides a deeper understanding of how the outcomes of performance and relational value vary at different levels of customer participation and supplier collaboration in a B2B service project. This deeper understanding helps managers to identify precisely the conditions under which a specific configuration of performance and relational value offerings is more or less influential with respect to customer satisfaction.

Social media, Web 2.0 based social activity and powerful marketing tool, brought about a new paradigm for the 21st century culture and society. In line with the trend, the fashion industry is vigorously undertaking marketing activities on social media, seeking to build and maintain relationships with their customers through the Internet and mobile devices. The one-way provision of information by firms to customers has evolved to a symmetrical form of customers, whereby the customers also supply information to the firms share information with other customers. Through social media services, customers not only share their thoughts and experiences but also exchange tangible products and publicize the products, thereby directly participating in production and marketing activities of brands. Such participation of consumers offers inspirations for differentiated service on the part of the brands, for which proactive and long-term participatory activities of customers are required. Customer participation is of primary importance in current service marketing industry. Until now, related literature on customer participation has mostly centered on offline service situations. However, the advent of social media has simplified the process of participation for customers, and invoking voluntary customer participation has become the greatest challenge facing service industries, and, at the same time, the path to success. Those of us who live in the age of information technology are offered the opportunity to engage in two-way communication with other customers, the brand, and the media. Thus, customer participation is just as, if not, more important in an online environment. More and more customers are becoming directly involved in brand activities, which affect the brands as well as the customers themselves. Nonetheless, extant customer participation research focuses on developing constructs that are largely based on offline situations. Although such constructs correspond in part to the online setting, they fall short of meeting the unique characteristics of customer participation in social media. Therefore, in order to establish constructs for customer participation in social media, revision and supplementation of the offline-based constructs were found to be necessary. Based on interaction theory, this study explored the notion of customer participation in fashion brands’ social networking site (SNS) service by categorizing it into three types: customer-customer, customer-brand, and customer-media participation. In addition, it examined the external factors that influence customer social participation and how active social participation of customers in SNS affects trust and customer equity. The association between measurement variables according to the brand type was also closely examined. This study underwent two pre-tests to revise and supplement the survey items on customer social participation. A preliminary investigation was conducted on 516 respondents, and a total of 582 respondents participated in the main investigation. The respondents who were invited to participate lived in Korea, were in their 20s or 30s, and had previous experience in using fashion brands’ SNS service, SPSS 18.0 was used to conduct frequency analysis, exploratory factor analysis, reliability analysis, and t-test. Based on the results, AMOS 18.0 was used to undergo confirmatory factor analysis and structural equation modeling. The results of the study are summarized as follows. Based on the brand type (SPA and luxury) and the rate of sales, Uniqlo, a global SPA brand that boasts the largest number of SNS fans, and Louis Vuitton, a global luxury brand, were chosen for the study. The respondents consisted of consumers in their 20s and the 30s who, within the last six months, had previous experience in using the SNS service of the brands. The sample consisted of 40.7% male and 59.6% female, and 72.5% were in their 20s and 27.5% in 30s. A large percentage of the respondents were students (64.9%). The large proportion of university students reflects the trend of most active users of SNS being university students. Second, SNS service shopping context found positive association with customer-customer participation and customer-brand participation, but customer-media participation was insignificant. The results show that as the SNS is characterized by its linkage to different websites and platforms, customers are exposed to constant opportunities for participation. On the other hand, customer-media participation was found to be insignificant, which can be interpreted as indiscriminate constant supply of information that seeks to spur impulsive buying leading to antagonism of the customers. Such negative situations can be avoided by departing from indiscriminate provision of information to offering information that is customized to the needs and demands of each customer and invoking the customer to participate in information delivery. Third, SNS participation motivation and customer social participation were all positively associated. In particular, customer-media participation demonstrated the strongest influence, followed by customer-customer and customer-brand participation. As such, active participation of the customer with the brand is the most effective way to create collaborative, synergy effect or co-creation. Fourth, all routes from SNS user orientation to customer social participation were significant. SNS users in general possessed high levels of self-efficacy and tended to feel elevated as well as find altruistic pleasure in providing information that would help others. Such users participate through numerous ways such as customer-brand and customer-media participation but were the most active in customer-customer participation. Fifth, it was found that customer-customer and customer-brand participation builds trust of the customers toward the SNS service and the information or the information provider. However, customer-media participation did not indicate the same results. In order to build trust through participation, brands need to provide an inviting environment for customers to post comments and share information. Furthermore, marketing strategies, such as offering events and coupons to stimulate E-WOM activities of customers as well as creating a space for open communication are vital to building trust. Sixth, customer-media participation was positively associated with customer equity. Unlike customer-customer and customer-brand participation which requires constant physical effort of the customer, customer-media participation demands considerably less time and effort apart from the initial stages during which customization process is undergone to receive tailored information with just one click. Therefore, establishing convenient and practical system that targets the Y-generation in their 20s and 30s is emphasized in order to maintain a long-term relationship. Seventh, trust is positively associated with customer equity. Building trust is based on interactivity among people. This study found that customer-customer participation and customer-brand participation influence customer equity through trust, while customer-media participation leads to customer equity without being mediated by trust. Therefore, all three types of participation are equally important to customer equity. Eighth, brand type was a meaningful moderator to the relationship between SNS service shopping context, SNS service user orientation, participation motivation, customer social participation, trust, and customer equity. To summarize, the type of participation to encourage is based on the brand type, and as customers may have different expectations according to the brand, it is important to understand their orientations and provide customized information or an open space for communication. In addition, participation behavior has a strong potential to influence customer equity, but depending on the type of participation, trust may not necessarily positively influence customer equity. Therefore, it is recommended that brands offer credible and sincere information that customers can trust and follow. The significance of this study is that it is one of the first studies to examine customer participation in a social media environment. At a point in time where customers’ value creation is attracting increased attention, this study empirically revealed that customer-media relationship, which enables customer-customer and customer-brand participation on SNS, is also within the bounds of participation. Furthermore, this study identified the importance of relational marketing approach to brand and customer through customer social participation. By applying the concept of customer equity, which is in its fledgling stage in the area of consumer fashion marketing, it offers a basis for future research on long-term relationship building with firms The limitations of the study and suggestions for future research are discussed below. The sample of the study consisted of Koreans between the ages of 20 to 30. The limitation in the sample is inadequate to generalize the findings, and therefore, a comparative study with broader sample across culture and age is necessary. Moreover, this study observed customer participation on SNS environment. However, as there was a lack of preceding literature in this area, the measurement scales were revised and supplemented to fit the purpose of this study. The measurement instrument, therefore, needs to be further applied with different antecedents and consequences in subsequent research. Finally, due to the lack of previous literature on customer participation in SNS environment, the theoretical basis of the relationship between the variables lacked solidity. This study adapted a part of a theoretical framework to fit the context of the study to come up with the hypothesized relationship between the variables. Therefore, it is suggested that future research works toward developing and strengthening the theoretical framework of customer social participation.

In services in general, customers play critical roles in determining the success of service delivery. Some services (such as education) require an active participation of customers for the successful accomplishment of purchase objectives. Yet, there are few systematic and integrated researches in defining the dimensions of customer’s active participation and in empirically testing the effect of customer’s active participation on customer’s perceived performance (as opposed to the firm’ performance and customer satisfaction). Existing studies have focused mainly on the general concept of customer participation during a service encounter, leaving the specific concept of customer’s active participation in various situations still under-researched. Through this study, we intended to fill this gap in research. Specifically, using college business education as our study context, we first propose the concept of “customer’s active participation (CAP)” as the reflection of customer engagement concept and identify the dimensions of CAP. We then empirically examine the effect of CAP on customer perceptions of performance of their own (CPP). Through the review of literature on the topics of customer participation, customer engagement, employee engagement and focus group interviews, we defined customer’s active participation and identified its dimension as follows. We defined customer’s active participation as “customers' making not only their individual efforts to ensure the successful outcome of the service delivery but also active interacting with service providers, other customers, and others in and outside of the service delivery context to achieve their consumption goal”. We then identified five dimensions of customer’s active participation; in-service-space interaction, 3 kinds of outside-service-space interactions (customer-to-service provider, customer-to-customer, customer-to-others), and individual level participation both in and outside the service space. In order to collect necessary data, we administered a self-administered survey using a questionnaire among undergraduate-level business major students at Yonsei School of Business. As a result of an EFA, we confirmed the uni-dimensionality of each of five determinants and the reliability of the measurement items for each dimension. The CFA result of a different set of data collected from another set of respondents among undergraduate business major students at Yonsei School of Business, we confirmed that the five dimensions well explain the customer’s active participation (CAP). Results also supported that customer’s active participation (CAP) positively influences customer’s perceptions of performance (CPP). This study contributes academically and practically in several ways. First, this study is the first attempt to propose the concept of “customer’s active participation (CAP)”. Second, this study identified the major determinants of CAP and developed a scale in the business education context. Third, this study empirically verified and the importance of the effect of CAP on their perception of own performance. Practically, this study contributes by showing the importance of managing CAP and by proposing the specific dimensions of CAP that should be managed.

The inseparability, one of service specific characteristics, often makes it necessary and possible for customers to participate in service production and delivery process as partial employees or contributors. As customer participation may enhance or degrade the quality of services and customers’ satisfaction, many researchers have paid much attention to the concept of customer participation. Analogous to the typical classification of service employee behaviors, previous research typically categorized customer participation behaviors into customer participation behaviors and citizenship behaviors. Furthermore, past research showed that both types of customer behaviors significantly affect perceived service quality and satisfaction. However, the many criteria past research has used to classify customer participation behaviors lack conceptual rigor and generalizability beyond the specific types of services for which the criteria have been developed. The lack of conceptual rigor and consistency in classification criteria caused much confusion and incongruencies in empirical findings reported in the current customer participation behavior literature, depending on which specific criteria the researcher choose and on the specific type of service studied. Thus, it is important to develop a classification system of customer participation behaviors which is solid and generalizable to many types of services. This study proposes a customer participation behavior classification system which categorizes customer participation behaviors depending on 1) whether a customer behavior is essential and indispensable in the service production process and/or not and 2) whether a customer behavior is conducted voluntarily or upon requests by service employees. Based on the two criteria, the proposed system identifies five types of customer participation behaviors. Furthermore, this study examines whether the five types of customer participation behaviors affect the two dimensions of perceived service quality - outcome quality and process quality (Grönroos1984) and customers’ satisfaction with service experiences. Data for this study are collected through a survey of adult Korean consumers. Major findings of the study can be summarized as follows. First, increasing the level of each of the five types of customer participation behaviors affects perceived service outcome quality, perceived service process quality, and satisfaction. Second, the relative impact of each type of customer participation behavior varies by the types of participating customer’s personality and depending on whether a service is outcome-oriented or process-oriented type. Finally, the actual impact of each type of participation behaviors on perceived service quality and satisfaction varies according to what customers expect when they perform the behaviors.

The objective of the present study is to analyze the relationship of suppliers and customer participation in product development process and effects of such participation on product innovation since it is getting more and more weight in manufacturing companies. It is also aimed in this study to explore if business performance of manufacturing companies might be affected by the suppliers participation as well as product innovation that is realizable by such participation. From the analysis, following conclusions could be drawn: First, suppliers participation in manufacturing companies turned out to have influence upon product innovation (standardized coefficient=0.193, C.R=3.510), implying that nothing is more important than the role of suppliers who have intention to realize innovation through participation in manufacturing companies. Second, the analysis showed that customer participation exercised impact upon product innovation of manufacturing companies (standardized coefficient=0.686, C.R=6.433), suggesting that the more customer participate in product development process of manufacturing companies, the more manufacturing companies could sharpen their competitiveness. Third, it was made known from the analysis that the product innovation thanks to suppliers and customer participation in manufacturing companies could have influence upon their business performance (standardized coefficient=0.762, C.R=7.666), signifying that the product innovation of manufacturing companies might depend on the participation of suppliers and manufacturers and, in turn, could affect their own business performance.