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

Waseem, Donia; Biggemann, Sergio; Garry, Tony

doi:10.1108/jsm-11-2019-0458

Cited by 10 publications

(19 citation statements)

References 65 publications

(124 reference statements)

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“…Motivation is a psychological procedure of directing and uplifting customers’ person’s inner desire to act positively and achieve the goal (Waseem et al , 2020). Customers' co-creation behavior has been used to discover the engagement between consumers and organizations to generate value (Ind et al , 2020).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

The role of trust in tourists’ motivation to participate in co-creation

Arıca

Kodaş

Çobanoğlu

et al. 2023

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Purpose Intention to re-participate in co-creation (IRCC) is an essential indication of customers to their deal proneness. Therefore, this study aims to focus on the role of trust in the relationship between tourists’ motivation for IRCC activities and the perceived service outputs in the tourism research. Design/methodology/approach This study applies a quantitative method approach to achieve perceptions into this unfamiliar phenomenon of IRCC. A total of 305 valid questionnaires were collected from October 10 to October 30, 2020 in Istanbul, then analyzed with covariance-based structural equation modeling using the linear structural relations (LISREL) software package. Findings The findings of the study showed that the tourists’ IRCC is categorized under four factors: learning benefit, social interaction benefit, hedonic benefit and financial benefit. In the context of IRCC, organizational trust partially mediates the relationship between tourist intention and deal proneness motivation for IRRC. Research limitations/implications The scope of research was limited to domestic tourists visiting Istanbul. Research must be conducted on tourists visiting other destinations and who differ in terms of cultural features to make assessments on a larger scale. Furthermore, when considering that co-creation is the consequence of the collaboration between the business and the customers, researching businesses’ initiatives based on promoting the participation in co-creation will make a contribution both for the managers and to the literature to formalize the co-creation process. In addition, social networks are one of the main platforms where tourists motivation to participate in co-creation, but tourists can both create and destroy value on social media regarding the businesses and touristic experience. In this respect, future research should analyze tourists’ motivation elements that urge them to co-create and co-destroy value on social networks, contributing to understanding and evaluating the co-creation process in all aspects. Practical implications In contrast with prior research, this study offers a model that integrates the antecedents and consequences of the IRCC process. In this perception, insight tourist motivational factors to IRCC activities provides a path for tourism businesses to strategically manage their activities. This study mostly uncovers the role of organizational trust positively in effect the re-participation. Originality/value IRCC is an issue that should be evaluated with its antecedents and outputs. In the literature, several studies evaluate co-creation outputs but research on antecedents promoting IRCC is limited. In this study, the antecedents (motivation to re-participate) and outputs of co-creation (trust and perceived benefit) are evaluated together.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

The role of trust in tourists’ motivation to participate in co-creation

Arıca

Kodaş

Çobanoğlu

et al. 2023

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“…This research also draws attention to the employer-employee relationship and their roles as co-branders in the social media space. There is extensive research on how customers and organizations co-create brands; however, employees remain underexplored stakeholders regarding how they contribute to the value-creation process (Waseem et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

Decoding the employee influencer on social media: applying Taylor’s six segment message strategy wheel

Jacobson

Rinaldi

Rudkowski

2022

EJM

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Purpose The paper aims to examine how employees influence their employer’s brand by applying Taylor’s (1999) six segment message strategy wheel in an employee influencer context. Design/methodology/approach The research uses a content analysis of employees’ public social media posts – including captions and images – to analyze the message strategies employees use to promote their employers. Findings While ego and social were popular message strategies in both the images and captions, the findings evidence the varying message strategies employees use in text-based versus image-based messages. Four “imagined audiences” of employee influencers are identified: current customers, prospective customers, current employees and prospective employees. Research limitations/implications The research provides insight into how employees act as influencers in building their employer brand on social media. Practical implications A unique measurement tool is developed that can be used by companies and future researchers to decode employees’ online communications. Originality/value This research contributes to theory and practice in the following important ways. First, the research provides a modernization of an existing framework from an offline setting to an applied industry context in an online setting. Second, this research focuses on a subtype of social media influencer, the employee influencer, which is an underdeveloped area of research. Third, a unique measurement tool to analyze text-based and image-based social media data is developed that can be used by companies and future researchers to decode employees’ online communications.

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“…However, the wastes of value cocreation in startups are superficially explored areas by literature. Chowdhury (2016) states that there is a dark side to value co-creation that is not addressed in research, in this sense Bonamigo and Frech (2020) as well as Waseem et al, (2020) present inhibitors and challenges to value co-creation but do not address wastes on the value co-creation process. Thus, this study aims to fill this gap, recognizing within the context of startups, the value co-creation wastes.…”

Section: Introductionmentioning

confidence: 99%

Recognition of wastes from value co-creation in industrial services in startups

Bonamigo

Barbosa²,

Werner³

et al. 2022

Int. J. Innov.

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Objective of the study: This study aims to identify the wastes from the value co-creation in industrial services in the startups context. In addition, through the dynamic systems approach, to analyze the interaction among the wastes in the startups' value co-creation.Design/methodology/approach: First, we conducted a systematic literature review based on the Systematic Search Flow method (SSF) and the content analysis following Bardin (2011), then, through the dynamic systems approach, this step, we verify the interaction and behavior among these wastes in the value co-creation context.Findings: Based on the finds, we recognized six wastes from the value co-creation in startups. We evidenced that waste "Personal Characteristics" was pointed was the greatest impact on co-creation concerning other wastes.Originality: This is the first paper that recognizes and behavior evaluates the wastes from value cocreation in industrial service based on the dynamic of systems approach for the startups.Research limitations/implications: The wastes recognized were based on current literature. An empirical test can be a way to identify other wastes and evaluation these finds in the practice.Practical implications: The listed wastes can serve as a basis to guide strategies for mitigating or eliminating these losses in the value co-creation process in startups. In addition, directing players in decision-making anticipated way from different perspectives to improve collaboration among multiple companies without wastes.Social implications: Once the value cocreation process is more efficient, the societal can receive more benefits and enhance well-being, through services new or services improved offerings for society via startups.

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

Cited by 10 publications

References 65 publications

The role of trust in tourists’ motivation to participate in co-creation

The role of trust in tourists’ motivation to participate in co-creation

Decoding the employee influencer on social media: applying Taylor’s six segment message strategy wheel

Recognition of wastes from value co-creation in industrial services in startups

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