Community marathon event participation and quality of life

The roles of employee–employee collaboration and employee–customer collaboration in fitness service innovation: a comparison of frontline and non-frontline employees

“…First, we found that both employee–employee collaboration and employee–customer collaboration positively affected creative self-efficacy ( H1 and H2 ), which is consistent with previous studies (Ordanini and Parasuraman, 2011; Park et al. , 2022).…”

“…First, we found that both employee-employee collaboration and employee-customer collaboration positively affected creative self-efficacy (H1 and H2), which is consistent with previous studies (Ordanini and Parasuraman, 2011;Park et al, 2022). In fitness services in particular, collaborative behaviour may play a critical role because of the high level of interaction in this context.…”

“…From the perspective of S-D logic, employees are actors who create service value, so the two types of collaboration explored here are critical for developing employees' creative self-efficacy (Puente-D ıaz, 2016;Tierney and Farmer, 2002). In particular, when employees interact frequently with other employees, they are more likely to learn from each other and participate more in decision-making processes, boosting their confidence and belief in their abilities to produce creative outcomes (Glaveli et al, 2023;Park et al, 2022;Wirtz and Jerger, 2016). In addition, frequent exchanges between employees and customers can help the employees to recognise customer preferences and thereby generate more innovative and novel ideas, which can improve service value.…”

“…In the context of service settings, employees serve as knowledge providers who co-create value for service (Ordanini and Parasuraman, 2011). Collaboration and interaction amongst employees have been linked to improvements in individual creative self-efficacy (Ordanini and Parasuraman, 2011;Park et al, 2022). More specifically, since employees' interactions are primarily determined by organisational goals and leadership, the way in which they collaborate contributes to their creative efficacy beliefs (Puente-D ıaz, 2016; Tierney and Farmer, 2002).…”

“…More specifically, since employees' interactions are primarily determined by organisational goals and leadership, the way in which they collaborate contributes to their creative efficacy beliefs (Puente-D ıaz, 2016; Tierney and Farmer, 2002). For example, employee-employee collaboration can increase employees' interactions and facilitate two-way communication and the exchange of new service ideas, which ultimately foster creative self-efficacy and promote the success of organisational service innovation (Glaveli et al, 2023;Park et al, 2022;Wirtz and Jerger, 2016). This leads to the following hypothesis.…”