In search of a reciprocal relationship in dessert cafés: linking customer perceived innovativeness to value co-creation behavior

The study addresses how customers’ perceptions of innovativeness in dessert cafés influence their perceived values, attitudes, and subsequent value co-creation behaviors. In Malaysia’s competitive and rapidly growing dessert café market, differentiation through innovation is crucial. Prior research has overlooked dessert cafés specifically and how perceived innovativeness translates into customer engagement in co-creation. The study proposes that multidimensional perceived innovativeness (menu, technology-based service, experiential, promotional) positively affects functional, emotional, and social value, which shape attitudes and ultimately drive customer value co-creation behaviors. The importance lies in clarifying mechanisms that link innovation perceptions to active customer participation and advocacy in dessert café settings.

Grounded in Service-Dominant Logic (SDL), the study conceptualizes customers as active partners co-creating value with firms. Equity theory frames perceived innovativeness as an input that enhances customers’ perceived value (output). The Value–Attitude–Behavior (VAB) model provides the hierarchical link from perceived value to attitude to behavior. The framework integrates SDL, equity theory, and VAB to test how perceived innovativeness influences functional, emotional, and social value and, through attitude, drives value co-creation behavior. Customer perceived innovativeness is treated as a multidimensional construct (menu, technology-based service, experiential, promotional). Customer value co-creation behavior is modeled as a third-order construct with participation (information sharing, responsible behavior, personal interaction) and citizenship (feedback, advocacy, helping, tolerance). Hypotheses H1–H12 posit positive effects of perceived innovativeness on values (H1–H3), attitude (H4), and co-creation (H5); value effects on attitude (H6–H8); attitude effects on co-creation (H9); and serial mediations via functional, emotional, and social value with attitude (H10–H12).

Design: Quantitative, deductive survey with PLS-SEM analysis (SmartPLS 3.0). Measures: Perceived innovativeness adapted from Kim et al. (2018), 17 items across menu, technology-based service, experiential, promotional dimensions, 7-point Likert (1=strongly disagree to 7=strongly agree). Perceived value (functional, emotional, social) adapted from Sweeney & Soutar (2001) and Yang & Mattila (2016). Attitude measured on a 7-point semantic differential scale (very negative to very positive) adapted from Shin et al. (2019) and Zadeh et al. (2019). Customer value co-creation behavior adapted from Yi & Gong (2013) with participation and citizenship dimensions, 29 items, 7-point likelihood scale. Instrument refinement: Pre-test (three academics, one practitioner, customer focus group) and pilot (n=35; all multi-item constructs Cronbach’s alpha > 0.70). Sampling and data collection: Identified Malaysian dessert café chains via online sources (as of July 18, 2021). Inclusion criteria: dessert-focused, Malaysian-founded, >1 location, operating ≥1 year. Twelve chains selected (Bean Jr, Chewie Mellow, Crème De La Crème, Dáo, Inside Scoop, Kakiyuki, Miru Dessert Café, Molten Chocolate Café, Myköri Dessert Café, Piccoli Lotti, Snowflake, The Soybean Factory). Online survey (Aug–Sep 2021) distributed through Malaysian foodie groups/pages. Screening targeted customers who had visited, were familiar, followed updates, and perceived the brand as innovative. Responses: 460 collected; 82 unusable (screen fails, incomplete, low engagement, outliers); final n=378 (82.2% completion). Sample profile: 84.9% female; ages 18–34 (89.7%); 77.2% tertiary education; occupations mainly students (38.1%), managerial/executives (21.2%), professionals (20.9%); income largely MYR 2,000–4,999 (38.4%). Analysis: PLS-SEM with reflective and formative higher-order constructs. Reliability and validity: Composite reliability 0.826–0.986; Cronbach’s alpha 0.70–0.930; AVE ≥0.50 after removing low-loading items (one menu item r=0.408; information seeking as first-order indicator of participation behavior r=0.360). HTMT <0.90. Formative higher-order assessment: Redundancy analysis r=0.789; outer VIF 1.711–2.533; significant weights for menu (0.517, t=5.696) and experiential (0.370, t=3.350); technology-based (0.159, ns; loading 0.641) and promotional (0.141, ns; loading 0.825) treated as important based on loadings. Structural model: Inner VIF 1.380–2.850; R² attitude=0.500, co-creation=0.518; Q² attitude=0.374, co-creation=0.406; PLSpredict indicates medium predictive power. Bootstrapping with 5000 subsamples tested hypotheses and serial multiple mediation.

- Contribution of innovativeness dimensions: Menu innovativeness had the highest weight toward perceived innovativeness (weight=0.517, t=5.696), followed by experiential innovativeness (0.370, t=3.350). Technology-based service (0.159, ns; loading 0.641) and promotional innovativeness (0.141, ns; loading 0.825) were non-significant by weight but retained as important via loadings. - Hypotheses tests (standardized paths): • H1: Perceived innovativeness → Functional value β=0.459, t=10.555 (supported). • H2: Perceived innovativeness → Emotional value β=0.406, t=8.100 (supported). • H3: Perceived innovativeness → Social value β=0.477, t=11.174 (supported). • H4: Perceived innovativeness → Attitude β=0.377, t=8.136 (supported). • H5: Perceived innovativeness → Customer value co-creation behavior β=0.127, t=2.104 (supported). • H6: Functional value → Attitude β=−0.022, t=0.305 (not supported). • H7: Emotional value → Attitude β=0.465, t=7.086 (supported). • H8: Social value → Attitude β=0.031, t=0.632 (not supported). • H9: Attitude → Customer value co-creation behavior β=0.357, t=6.084 (supported). - Mediation (serial): • H11 supported: Perceived innovativeness → Emotional value → Attitude → Co-creation β=0.067, t=3.896, 95% CI [0.038, 0.105]. • H10 not supported: via Functional value + Attitude β=−0.004, t=0.296. • H12 not supported: via Social value + Attitude β=0.005, t=0.615. - Model performance: R² attitude=0.500; R² co-creation=0.518; Q² attitude=0.374; Q² co-creation=0.406. Total effect of perceived innovativeness on co-creation β=0.511 (t=9.945); direct effect β=0.127 (t=2.104). - Measurement notes: Low-loading items removed improved AVE; reliability strong (CR up to 0.986). - Descriptives: Predominantly young female respondents; aligns with prior findings that dessert café patronage skews female. Overall, perceived innovativeness enhances perceived values (especially emotional), boosts attitude, and increases customer participation and citizenship behaviors in value co-creation.

Findings confirm that customers’ perceptions of innovativeness in dessert cafés elevate perceived functional, emotional, and social value, with emotional value being the key driver of favorable attitudes. Positive attitudes then foster greater willingness to co-create value (e.g., sharing information, providing feedback, advocacy, helping, tolerance). The dominance of menu and experiential innovativeness suggests customers evaluate dessert café innovativeness primarily through novel offerings and unique experiences rather than technology or promotions. The results substantiate SDL by demonstrating that innovation catalyzes active customer engagement in co-creation. Equity theory is supported as higher perceived innovativeness (input) yields higher perceived value (output). The VAB hierarchy is validated particularly along the emotional value → attitude → behavior path, clarifying the mechanism through which innovativeness translates to co-creation. Practically, focusing on emotionally engaging experiences and inventive menus strengthens attitudes and co-creation behaviors, offering a competitive edge in a crowded market.

The study advances hospitality and service marketing literature by (1) prioritizing innovativeness dimensions, showing menu and experiential innovativeness most strongly shape perceived innovativeness; (2) validating that perceived innovativeness increases perceived value, especially emotional value, which enhances attitudes and, in turn, value co-creation behaviors; and (3) identifying a significant serial mediation pathway: perceived innovativeness → emotional value → attitude → co-creation. For practitioners, investing in novel dessert menus and emotionally resonant experiential elements should be prioritized to stimulate customer engagement and co-creation. Future research should incorporate moderators (e.g., café concept, service format), explore additional mediators (e.g., brand reputation, self-relevant value), and use qualitative methods and broader, probability-based samples to deepen and generalize insights.

- Sample composition skewed toward young, female respondents, limiting generalizability. - Focus on twelve Malaysian dessert café chains; excludes independent cafés; convenience sampling restricts population inference. - Online survey during pandemic; cross-sectional, self-reported data. - No moderators included; potential mediators (e.g., brand reputation, self-relevant value) not modeled, which may explain non-significant social value pathways. - Technology and promotional innovativeness may be underrepresented in practice, potentially affecting their observed effects. Future studies should consider systematic/probability sampling, include moderators related to dining context (e.g., shop vs kiosk), examine additional mediators, and adopt qualitative approaches for richer insights.