Customer roles from a self-service system perspective

Purpose This paper aims to develop a theoretical framework of archetypical customer roles in a self-service-based system by applying role theory to understand customers' resource integration and value co-creation efforts in practice. Design/methodology/approach This study is based on a three-phase explorative case study of customers' experiences of using self-service technologies at a furniture retailer. A total of 90 interviews were conducted. Findings Four archetypical enacted customer roles during value co-creation in a self-service-based system are identified: passive non-bothered, passive hesitant, active realist and active independent. Furthermore, it is shown that these roles shape how resources become. Research limitations/implications The challenges facing our retail practice bear similarities with those in other contexts, e.g. financial and travel industries, government or public sector service settings, in which self-service technologies are becoming more common. Therefore, this study setting enables some tentative generalizations. The case study approach, however, limits the statistical generalizability of the findings. Practical implications The importance of understanding is that not all customers are well-equipped for co-creating value through self-service. By engaging customers and offering them guidance when they encounter difficulties in managing the value co-creation process, as well as viewing them as resource integrators and value co-creators, firms can help them enact more active roles. Originality/value The archetypical customer roles contribute theoretically to detailing how resource integration and value co-creation can be shaped by enacted roles, an influence that has not been explicitly proposed in empirical service research.