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|Title:||Hedonic and eudaimonic well-being outcomes from co-creation roles: a study of vulnerable customers|
Rao Hill, S.
|Citation:||Journal of Services Marketing, 2017; 31(4/5):397-411|
|Publisher:||Emerald Group Publishing|
|Shikha Sharma, Jodie Conduit and Sally Rao Hill|
|Abstract:||Purpose – This study aims to provide an understanding of how the participation of vulnerable customers in the co-creation of health-care provision influences their individual well-being outcomes. Using self-determination theory, it demonstrates that co-creation at the point of care and at an organisational or system level impacts individual hedonic and eudaimonic well-being. Design/methodology/approach – A qualitative approach is adopted to identify the various customer well-being outcomes. Two case studies of health-care organisations, comprising ten in-depth interviews and eight focus groups, as well as documents and noted observations are used for thematic analysis. Findings – The study demonstrates ways in which vulnerable customers integrate resources to co-create value outcomes. It shows how differing co-creative role of customers with mental illness lead to different customer well-being outcomes. These roles manifest not only the hedonic well-being characteristics of pleasure and happiness but also eudaimonic well-being, which provides a sense of achievement and purpose to customers. The study used self-determination theory to identify different forms of eudaimonic well-being derived from the co-creation roles of co-producer, strategic partner and community citizen. Originality/value – The co-creation and transformative service literature is extended by demonstrating that a feeling of self-efficacy and self-determination because of value co-creation foster customer well-being. This study demonstrates that co-creation at the point of care and at an organisational or system level impacts individual hedonic and eudaimonic well-being.|
|Keywords:||Healthcare; Co-creation; Mental health; Well-being; Vulnerable; Eudaimonic|
|Rights:||© Emerald Publishing Limited|
|Appears in Collections:||Business School publications|
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