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An exploration of the drivers of employee motivation to facilitate value co-creation

An exploration of the drivers of employee motivation to facilitate value co-creation This paper aims to explore the drivers of employee motivation to facilitate value co-creation. Specifically, it enhances the understanding of social and contextual elements that contribute towards the co-creation of value.Design/methodology/approachEmbracing an interpretive paradigm, the study draws on 57 in-depth interviews together with participant observation field notes. The data were analysed using thematic analysis.FindingsThe findings identify six key drivers that motivate employees to facilitate value co-creation: rewards and recognition, opportunities for life-long learning, interpersonal engagement, role responsibility and accountability, organisational vision and social purpose.Research limitations/implicationsThis study is undertaken within a traditional organisation setting. Other organisational contexts such as working from home should also be considered. Second, this study focused on the individual relational orientations of employees. Also, there is an opportunity to explore the collective orientation of employees.Originality/valueDrawing on service-dominant logic (S-D logic) as a theoretical lens, this study adopts and adapts Lindenberg and Steg’s (2013) goal-framing theory to conceptualise six drivers of employee motivation to facilitate value co-creation within three-goal frames that leads to in-role and extra-role job performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Services Marketing Emerald Publishing

An exploration of the drivers of employee motivation to facilitate value co-creation

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References (72)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0887-6045
DOI
10.1108/jsm-11-2019-0458
Publisher site
See Article on Publisher Site

Abstract

This paper aims to explore the drivers of employee motivation to facilitate value co-creation. Specifically, it enhances the understanding of social and contextual elements that contribute towards the co-creation of value.Design/methodology/approachEmbracing an interpretive paradigm, the study draws on 57 in-depth interviews together with participant observation field notes. The data were analysed using thematic analysis.FindingsThe findings identify six key drivers that motivate employees to facilitate value co-creation: rewards and recognition, opportunities for life-long learning, interpersonal engagement, role responsibility and accountability, organisational vision and social purpose.Research limitations/implicationsThis study is undertaken within a traditional organisation setting. Other organisational contexts such as working from home should also be considered. Second, this study focused on the individual relational orientations of employees. Also, there is an opportunity to explore the collective orientation of employees.Originality/valueDrawing on service-dominant logic (S-D logic) as a theoretical lens, this study adopts and adapts Lindenberg and Steg’s (2013) goal-framing theory to conceptualise six drivers of employee motivation to facilitate value co-creation within three-goal frames that leads to in-role and extra-role job performance.

Journal

Journal of Services MarketingEmerald Publishing

Published: Jul 20, 2021

Keywords: Qualitative research; Employee; Co-creation; Service dominant logic (SDL)

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