Although it has been argued that leader-member exchange (LMX) is a phenomenon that develops over time, the existing LMX literature is largely cross-sectional in nature. Yet, there is a great need for unraveling how LMX develops over time. To address this issue in the LMX literature, we examine the relationships of LMX with 2 variables known for changing over time: job performance and justice perceptions. On the basis of current empirical findings, a simulation deductively shows that LMX develops over time, but differently in early stages versus more mature stages. Our findings also indicate that performance and justice trends affect LMX. Implications for LMX theory and for longitudinal research on LMX, performance, and justice are discussed. (PsycINFO Database Record
Purpose
Co-creation as a collaborative process between organizations and customers generates unique value for both internal and external stakeholders for the company. Research generally examines and portrays customer-company co-creation as a balanced and harmonious relationship. However, a successful co-creation strategy involves understanding the shared interests of the parties and resolving tensions between internal and external stakeholders to avoid co-destruction. This study aims to draw on the intersection of organizational behavior and marketing literature and to examine shared interests and conflicting tensions involved in the co-creation in the context of sports entertainment. This context allows the researchers to unpack and present a more complex process of co-creation that fosters co-creativity and innovation.
Design/methodology/approach
Based on a qualitative case-based approach of a major university in the USA, the authors draw on interviews and observations from their athletic administration and fans engaged in a men’s Division I team through an entire season.
Findings
This qualitative study illustrates an alternative, more complex dilemma of co-creating emotional and symbolic value based on shared interests while reconciling conflicting internal and external stakeholder interests. The findings suggest a tug of war based on tensions, where management adopted contrasting managerial strategies ranging from attempting to reconcile tension through organic co-creation to controlled manufactured creation.
Research limitations/implications
Emotional and symbolic game experience value is an interdependent process which cannot be created without consumer engagement. Both emotional and symbolic values are enhanced during games to the extent consumers perceive participation in the creative pre-game stages.
Originality/value
This study draws on sports entertainment to identify sources of tension in co-creation and discuss type of solutions among internal and external stakeholders.
Highlights
During Covid-19, people are more willing to visit a hotel/restaurant with robots.
People think that robots in hotels/restaurants can lower interpersonal interaction.
Reducing interpersonal interaction can lower perceived viral transmission.
Chinese are more likely to visit hotels/restaurants with robots than Americans.
This paper explores the value creation process in an edutainment context. It attempts to capture the dual, differential value creation processes through two pathways, namely, affective and cognitive. Results revealed that affective and cognitive values not only increase customer satisfaction but also enhance consumer well‐being. Moreover, contrary to conventional belief asserting that value creation is a universal process, this study finds that those who had higher personal relevance with the edutainment context experienced more intense emotional and intellectual values, which in turn enhanced both their satisfaction, well‐being, and revisit intention. Results suggest that marketers need to rethink their engagement strategy in order to create both emotional and intellectual value for customers.
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