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Chi Kin (Bennett) Yim is Stelux Professor in Marketing at the HKU Business School and Director of Undergraduate Admissions and International Student Exchange, The University of Hong Kong. He received his BBA in Marketing from the Chinese University of Hong Kong and his Ph.D. in Management (Marketing and Econometric) from the Krannert Graduate School of Management, Purdue University.
Prof. Yim has diverse research interests spanning the areas of services marketing, marketing strategy and China marketing, and consumer brand choice and purchase behaviour modelling. Equally diverse are his research approaches that range from empirical modelling to consumer/executive survey, laboratory/field experiments, and netnogbraphy. He is widely recognised for his work assessing consumer price and promotion expectations, developing breakthrough innovations, strengthening customer loyalty, and managing customer participation in services. His research publications have appeared in premier journals such as the Journal of Marketing, Journal of Marketing Research, Marketing Science, and Journal of International Business Studies and he has presented many papers in conferences in Asia, the United States and Europe. His research has received multiple research awards that include:
Prof. Yim is also an experienced teacher with over 25 years of teaching in undergraduate, MBA and Executive Development programs at The University of Hong Kong, Thunderbird School of Global Management, Rice University, and Purdue University. He has received multiple teaching awards that include:
Public services touch every aspect of the lives of people around the world. These millions of service users also have opinions, both good and bad, on the quality of the public services they access. But how often are they asked about these opinions? And do these opinions help create changes and improvements to the services?
Efforts to engage customers in cocreating new products have garnered much research attention from studies documenting customer cocreation’s (CC’s) positive impact on firm innovation and performance. Less research, however, has counterbalanced the bright side with the potential dark side of CC, especially as a strategy for multinational corporations (MNCs) operating in foreign markets. This study examines how MNC subsidiaries’ CC affects new product innovativeness and knowledge leakage to competitors. Adopting a broader agency perspective to recognize that subsidiaries often do not perform up to headquarters’ expectations due to both self-serving opportunism and honest incompetence, this study explores how CC effects are contingent on MNCs’ global management mechanisms. Using a dyadic managerial survey of 238 MNC subsidiaries, the authors find that MNCs can control knowledge leakage by implementing proper global integration and local adaptation mechanisms. However, CC may not improve new product innovativeness, except when the subsidiary has low local research-and-development staff influence. This study contributes to the CC literature by showing its benefits, challenges, and boundary conditions as a growing MNC innovation strategy.
