Customer participation and citizenship behavioral influences on employee performance, satisfaction, commitment, and turnover intention Youjae Yi a , Rajan Nataraajan b, ⁎, Taeshik Gong a a College of Business Administration, Seoul National University 599 Gwanak-ro, Gwanak-gu, Seoul, 151-916, Republic of Korea b Department of Marketing, College of Business, Auburn University, 415 W. Magnolia Ave., Auburn, AL 36849-5246, United States abstract article info Article history: Received 1 November 2009 Received in revised form 1 December 2009 Accepted 1 December 2009 Keywords: Customer participation behavior Customer citizenship behavior Employee performance Employee satisfaction Employee commitment Turnover intention Despite increasing awareness of the importance of customer behaviors in service delivery, understanding consequences relating to employees receives little attention. Therefore, using data from a large electronic firm relating to customers, employees, and managers, this study examines the effects of customer participation and citizenship behavior on employee performance, satisfaction and commitment, as well as indirect effects on turnover intention. Furthermore, the study examines how similarity and likeability moderate the effects of customer participation and citizenship behavior on employee satisfaction. The study also includes a laboratory experiment and provides further support for causal direction. The article discusses marketing implications of the results. © 2010 Elsevier Inc. All rights reserved. The service literature recognizes the importance of service encounters. Service encounters involve a dyadic interaction of frontline service employees (FSEs) and customers (Kelley et al., 1990). Although customers play a critical role in service co-creation, research on service encounters has focused almost exclusively on employees. However, interest in customer behavior in service co- creation has been growing in the literature (Bendapudi and Leone, 2003). More recently, researchers focus on what has become known as service-dominant logic which views customers as a co-creator of value in the service provision process (Vargo and Lusch, 2004). Against this background, various attempts focus more on under- standing the role of customer behavior in service co-creation than on customer behavior in buying decision process. Recent literature on customer behavior focuses on the merits of understanding customers as human resources in the firm. The service marketing literature identifies at least two types of customer behavior in service delivery process (Bove et al., 2008; Groth, 2005): (a) customer participation behavior, which is “expected and required behaviors necessary for the successful production and delivery of the service” (Groth, 2005, p. 11) and (b) customer citizenship behavior, which is “voluntary and discretionary behaviors that are not required for the successful production and delivery of the service but that, in the aggregate, help the service organization overall” (Groth, 2005, p. 11). Several studies have examined which variables affect customer participation and citizenship behavior (e.g., Ahearne et al., 2005; Bove et al., 2008; Yi and Gong, 2008). Previous research has also shown that these two types of customer behavior influence customer-related outcomes such as service quality and customer satisfaction as well as firm- related outcomes such as firm performance (e.g., Ennew and Binks, 1999; Skaggs and Youndt, 2004). Nevertheless, few investigations examine how customer behaviors affect employee-related outcomes. More specifically, little research investigates how customer behavior, such as customer participation behavior (CPB) or customer citizen- ship behavior (CCB), affects employee performance and satisfaction theoretically and empirically. This gap in the literature is surprising because the collaborative activities of employees and customers create value (Vargo and Lusch, 2004). The service marketing literature has an impressive research tradition of investigating FSE outcomes such as employee perfor- mance, satisfaction, commitment, and turnover intention (Betten- court and Brown, 2003). Given the importance of these employee attitudes and behaviors, identifying additional determinants of these employee outcomes is necessary. Previous research in this area has not examined the effects of customer behaviors on FSEs. Therefore, this paper focuses on how customer behaviors affect FSE performance, satisfaction, commitment, and turnover intention. Journal of Business Research 64 (2011) 87–95 ⁎ Corresponding author. E-mail addresses: youjae@snu.ac.kr (Y. Yi), natarra@auburn.edu (R. Nataraajan), tsgong@gmail.com (T. Gong). 0148-2963/$ – see front matter © 2010 Elsevier Inc. All rights reserved. doi:10.1016/j.jbusres.2009.12.007 Contents lists available at ScienceDirect Journal of Business Research