The Impact Of Co-creating Value Behavior In The Field Of Consumer On Employees’ Community Commitment

The study of Co-creating Value originated in the theory of service-dominant, and based on the study of two paradigm of Co-creating Value(Co-creating Value in the field of production and Co-creating Value in the field of consumer), this paper put forward the concept of Co-creating Value Behavior in the field of consumer. In practice, Co-creating Value in the field of consumer based on experiential consumption, interactive consumption, and self-service consumption, etc.This paper made the dimensions and measures of Co-creating Value behavior in the field of consumer clearly, and confirmed this behavior can effects employees’ organizational commitment significantly. Psychological empowerment as an intermediating variable, we studied the relationship between Co-creating Value Behavior in the field of consumer with employees’ commitment from the perspective of authorization.These exciting literatures have not yet extracted the concept of Co-creating Value Behavior in the field from the research field of Co-creating Value. This paper, through reviewing the related literature, put forward the concept of this variable, and proposed three dimensions(value capture, value delivery, and value maintenance) to characterize this variable based on basic elements of social network, and designed the corresponding measuring scale.Based on the statistics from questionnaire survey, the hypotheses of article were tested. The result showed that: Co-creating Value Behavior in the field and employees’ commitment showed a significant positive correlation; Co-creating Value Behavior in the field and employees’ psychological empowerment showed a significant positive correlation; employees’ psychological empowerment and employees’ commitment showed a significant positive correlation; employees’ psychological empowerment played an intermediary role partially in the impact of Co-creating Value Behavior in the field on employees’ commitment.This paper not only provides new directions to research Co-creating Value, but also serves new guidance for human resource management practices.