Contents I. Introduction
In the current era of experience economy, customer resources and customer's ability have already become a new source of competitiveness of the enterprises (Woodruff, 1997; Brady & Hult, 2000; Huber et. al, 2001; Hou Lun, Tang Xiaowo, 2007) and sustaining competitive advantage (Marcum, James, Hatcher, Jerome, 1995; Van der Haar, 2001). Customer participation raises productivity (Fitzsimmons, 1985; Lovelock and Young, 1979), efficiency (Jones, 1990) and service performance (Mills et al., 1983), and contributes to service quality (Claycomb et al., 2001; Ennew and Binks, 1999; Kelley et al., 1992), and customer satisfaction (Bateson, 1985; Cermak et al., 1994). As customer participation in the service delivery process has significant implications for both service providers and customers, several researchers (Ennew and Binks,1996; Lovelock and Young, 1979) have noted the importance of increasing customer participation in the service production and delivery process. Whether the enterprises can fully utilize the customer's resource and customer's capacity is becoming the key to future business success (Parasuraman, Zeithaml & Berry, 1985; Bolton & Drew, 1991; Cronin, Dodds, Monroe & Grewal, 1991; Holbrook, 1994). Customer participation has become an important way and means to utilize the customer's resource capacity and acquire the new competitive advantages (Harris, Kim, Richard Harris, and Steve Baron, 2001).
