PurposeLittle is known about the variations in service co-creation on social media, despite the resource integrating capabilities and co-creator roles afforded by these platforms. The gap is even more troubling in the nonprofit sector, where leveraging public interaction on social media is prevalent and vital to charitable and philanthropic endeavors. Arguably, such interaction is embedded in resource integrating activities leading to nonprofit service co-creation. This paper reports the forms, dimensions or service co-creation measures enabled by social media use in the nonprofits' sector.Design/methodology/approachThe authors conducted a sequential exploratory mixed methods design. First, the authors interviewed 19 social media managers in education, health and social service nonprofit organizations to identify the varieties in service co-creation realized. Second, the authors surveyed 73 nonprofit organizations on social media and gathered 267 useable responses, which were used to analyze and validate the identified forms of service co-creation.FindingsThe authors found that nonprofit organizations realize up to seven forms of service co-creation using social media. These include co-ideating to tweak service ideas, co-diagnosing social needs and problems, co-assessing service events, co-transforming services to targeted communities, co-advocating for community and service reach, co-resourcing in service delivery, and co-experiencing through a pool of diverse service experiences.Originality/valueThis study develops a reliable and valid multidimensional measure for nonprofit service co-creation enabled by social media platforms. Theoretically, this study offers a nonprofit service co-creation model to drive nuanced explanatory research and service co-creation perspectives in other contexts and engagement platforms. Managerially, this research illustrates the variations in service co-creation, which inform the strategic value of social media to nonprofits and will assist nonprofit practitioners in planning and evaluating their service co-creation outcomes.
The role of Professional Service Firms (PSFs) has always been crucial in the development of knowledge economies. The effectiveness of these firms is highly attributed to the knowledge capabilities and skills embedded in its human resources and how effectively these resources are utilized in the optimal benefit of the firm. Owing to the ever-increasing growth of the services sector globally, it's critical for the PSFs to gain in-depth awareness on the application of High-Performance-Work-Practices (HPWPs) so as to continually maintain quality of their services to the clients. However, the mechanism for systematically designing and implementing these practices in intellectual capital context is still not fully developed. This research, therefore, theoretically investigates and suggests a linkage mechanism on how Strategic HRM Practices (HPWPs) via (Ability, Motivation and Opportunity)-enhancing bundles stimulate intellectual capital development in professional service firms. By presenting a conceptual framework, this study offers practically meaningful insights to the managers in the service firms on how to implement these practices for effectively meeting client needs and sustaining a competitive advantage.
This paper presents the relationship between organizational generativity, nonprofits' use of social media, and the co-creation of nonprofit services. While anchoring to the sociomaterialism perspective, we analyze social media interactions of nonprofits by identifying social media affordances and symbolic expressions. To explain the hypothesized relationships, we conduct a survey of nonprofits using social media to co-create services. We applied structural equation modeling (SEM) techniques to generate measurement models and test our hypotheses. Our findings indicate that organizational generativity is positively related to social media affordances for nonprofits, the symbolic expressions of social media to nonprofits and service co-creation. We generally observe that organizations have to build the capacity to operate in new ways as a means of exploring the opportunities and possibilities offered by social media as well as leveraging social media interactions for service co-creation.
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