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Introduction
In general, a service is an interactive process, during which production and consumption take place simultaneously, and customers and service providers co-produce the services (Heinonen et al. , 2010). Highly co-operative relationships are dyads of service employees and customers where both parties participate in the service process and co-create value (Aarikka-Stenroos and Jaakkola, 2012). Customers' co-production in the service process benefits not only them but also service providers (Cheung and To, 2011). Both service providers and customers experience a win-win situation through reciprocal co-production, which deepens the relationship (Mustak et al. , 2013). Bendapudi and Leone (2003) pointed out that the process of co-production is the next frontier of competitive effectiveness.
Although several studies have investigated various outcomes of co-production, including relational value, economic value and loyalty (Auh et al. , 2007; Yim et al. , 2012). These findings still appear fragmented (Haumann et al. , 2015; Mustak et al. , 2013). For customers, values are always co-created through the co-production of service employees and customers (Grönroos and Ravald, 2011). Customers co-produce with their service employees in such a way that they obtain mutual values (Yim et al. , 2012). However, co-production might also result in negative outcomes for customers because their participation might increase the perceived workloads. In other words, higher perceived co-production intensity may negatively affect customers' evaluation of co-production because effort and time minimize the achievement of the services (Haumann et al. , 2015). Furthermore, co-destruction may occur with the interactions of service systems (Plé and Chumpitaz Cáceres, 2010). Thus, this study aims to consider beyond the bright side of co-production by considering the bright side and dark side in a single model.
Previous literature mostly explored co-production from the perspective of customers (Ponsignon et al. , 2015). In fact, service employees are central to a service provider's practice of supporting customers in the co-production of their services (Koppitsch et al. , 2013). Employees are resource integrators, but their responses when they engage in co-production processes with customers are not clear. Co-production can be a major source of emotional labor for service employees as boundary spanners (Hsieh and Yen, 2005). According to Hochschild (1983), service employees perform emotional labor in two ways, namely, surface and deep acting. Surface acting...