Promoting corporate social responsibility (CSR) and co-creation has become a crucial relationship marketing strategy for the banks. This research empirically investigates how banks’ CSR activities generate positive customer responses in the form of co-creation, customer–company identification (CCI), and loyalty. This research sheds light on the influence of CSR on customer behavior by analyzing the underlying psychological processes through the sequential mediation of co-creation and CCI. Working with a sample of 280 banking customers in Pakistan, partial least square based structural equation modeling (PLS-SEM) is employed to test the conceptual model. CSR is a multidimensional formative construct that affects customer loyalty both directly and indirectly. Sequential partial mediations of co-creation and CCI are found between CSR activities and customer loyalty. Lastly, CCI has a direct and significant impact on co-creation and customer loyalty. Banks must include CSR in their long-term marketing plans to improve overall customer behavior because banks’ CSR activities result in customer identification and co-creation. Similarly, banks should welcome the customers’ participation in service design and use their knowledge and skills to improve overall service culture.

Purpose This paper aims to highlight four features of value co-creation among actors in a business-to-business environment. Service-dominant (S-D) logic of marketing is used as a theoretical lens to view at the process of value co-creation. Design/methodology/approach Using an interpretive methodological approach, the authors collected empirical material from a single case based in New Zealand. The case was based on the collaboration, interaction and relationship between vendor and client during an information and communication technology (ICT) systems integration project. The unit of analysis was “points of value creation.” Empirical material came from observation, in-depth interviews and documents such as meeting notes and email logs. Interpretation highlighted four features of the value co-creation process: motivators, outcomes, disadvantages and management. Moreover, personal and network aspects of value co-creation process emerged. Findings The findings of this study capture benefits, as well as conflicts and frustrations, in a value co-creation process. Furthermore, it provides future research motivations for researchers currently working to develop S-D logic of marketing. Originality/value It is suggested that there is relatively little direction on how value co-creation process should be undertaken in different contexts such as retail, education, health care and ICT. There is a need to understand the dynamics and specification of value co-creation process, as the literature is scarce in this field.

Purpose: This research aimed to determine leadership competencies (emotional, managerial, and intellectual) on Punjab police project performance (Pakistan). In addition, the study attempted to see if job satisfaction had a mediation effect on the association between Leadership Competencies and project performance. Design/Methodology/Approach: The study used quantitative approach Data was collected from 151 members of the Punjab Police Lahore Safe City in Pakistan using a questionnaire and structural equation modeling technique was used to validate the study model. Findings: This research has a wide range of implications on a scholastic and managerial level. According to the findings, job satisfaction among team members is associated with leadership competency (managerial, emotional, and intellectual competency), as well as "personal growth and development, supervision-human ties, and advancement chances and compensation." The results also demonstrate that intellectual leadership competency can improve team member interactions and strengthen team leader-team member ties by improving interconnectivity. Implications/Originality/Value: This study is the first to existing empirical evidence supporting the anticipation of considerable advantages from strengthening the competency of police project leaders. This paper adds significant value to the relevant body of knowledge by establishing a correlation between leadership skill, job satisfaction, and project performance.