Employee Motivation to Co-Create Value (EMCCV): Construction and Validation of Scale

Amin, Muhammad; Shamim, Amjad; Ghazali, Zulkipli; Khan, Imran

doi:10.1016/j.jretconser.2020.102334

Cited by 23 publications

(16 citation statements)

References 84 publications

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“…Content analysis is best for making inferences by objectively and systematically identifying specified characteristics of messages (Holst, 1969, p. 14). Prior studies have employed and suggested this method to summarize and verify results through objective and systematic classification of qualitative data, for instance, documents and customer comments (Amin et al, 2021; Hamzah et al, 2014; Kassarjian, 1977). Accordingly, the present study followed the suggested process (e.g., Sharma et al, 2020) to collect, summarize, and analyze the responses.…”

Section: Methodsmentioning

confidence: 99%

Value creation or value destruction: Conceptualizing the experiential nature of value‐in‐use

Abid

Shamim

Khan

et al. 2022

J of Consumer Behaviour

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The studies to date on service research have provided a generic overview on customer's positive value‐in‐use (value creation) as well as negative value‐in‐use (value destruction). Surprisingly, very little attention is made to exploring the experiential nature of value‐in‐use. This study aims to conceptualize the experiential nature of value‐in‐use where positive value‐in‐use results in value destruction in some situations (and value creation commonly), and negative value‐in‐use results in value creation in some situations (and value destruction normally). By integrating value‐in‐experience and value‐in‐context, the study proposed experience‐dominant logic (EDL) as an important paradigm for value creation in the customer journey. The EDL is backed by the four foundational premises for which the insights are taken from literature as well as through in‐depth interviews with customers and managers of the E‐beauty services. The research also provides a framework for future research avenues as well as various future research directions.

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Section: Methodsmentioning

confidence: 99%

Value creation or value destruction: Conceptualizing the experiential nature of value‐in‐use

Abid

Shamim

Khan

et al. 2022

J of Consumer Behaviour

Self Cite

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“…In contrast, customer participation refers to enforceable or explicitly required role behavior while customer citizenship refers to voluntary or unspecified behavior that benefits the business and exceeds the role expectations of the customer [27]. Customer participation behavior includes four indicators, including information seeking, information sharing, responsible behavior and personal interaction; and customer citizenship behavior includes four indicators, including feedback, advocacy, helping and tolerance [8]; which are widely recognized by follow-up studies of value co-creation [13,28,29].…”

Section: Value Co-creationmentioning

confidence: 99%

How Does Value Co-Creation Behavior Affect Destination Loyalty? A Role Switching Perspective

Tan

Liu

et al. 2021

JTAER

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The concept of value co-creation brings about changes in tourists’ roles from value receivers to producers. Most existing studies take value co-creation behavior as a single dimension, ignoring the role switching of tourists. Starting from the precise constitution of value co-creation behavior, this paper, utilizing the method of structural equation modeling (SEM), discusses the mechanism of the effects of tourist participation behavior and citizenship behavior on destination loyalty through each sub-dimension of perceived value. The results showed the following: (1) The participation behavior (in-role) and citizenship behavior (extra-role) of tourists affect different value dimensions. (2) The value co-created by tourists presents a hierarchical state from the primary to the higher level. Among the types of value, novelty and social value belong to the primary level while quality, economic, knowledge, and emotional value belong to the higher level. (3) Destination loyalty is driven not only by tourist behavior (in-role) but also by citizenship behavior (extra-role). Based on the perspective of role switching, this paper establishes the theoretical framework of role switching in the era of value co-creation and proposes some strategic suggestions for marketing transformation.

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“…Subordinates will not be motivated to achieve high levels of productivity if they feel that expectations are not reality can be achieved. Work motivation is an important factor in driving employee performance (Amin et al, 2021). Attitudes and ideals that encourage people to take certain actions according to their personal goals are known as motivation (Diallo and Holland, 2021).…”

Section: Work Motivation Studymentioning

confidence: 99%

The influence of work motivation on employee performance

Fahriana¹,

Sopiah²

2022

AJEBM

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In order to improve the quality of human capabilities and advance organizational goals, existing human resources must be developed. When people perform well, organizational goals can be achieved as much as possible. Employees must be given an organized and efficient direction in order to perform well. The purpose of this systematic literature review is to synthesize some of the literature relating to the influence of work motivation on employee performance. The preparation of this study uses the Preferred Reporting Item for Systematic Review and Meta Analysis method from several studies that have a relationship with the influence of work motivation on employee performance. Data collection uses the Pupuation, Intervention, Comparison, and Outcome methods using two accesses, namely Science Direct and Cambridge e Journals. A total of 147 data were filtered with data inclusion criteria so that 30 data were obtained according to the eligibility standard. Obtained from the results of this study that work motivation greatly influences a person's performance, both intrinsic and extrinsic motivation as well as intrinsic and intrinsic motivation simultaneously. The more an employee is motivated, the more productive his performance will be. In addition, this study only uses 2 variables and it is suggested to future researchers to use more than 2 variables so that their research can cover employee performance more broadly.

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Employee Motivation to Co-Create Value (EMCCV): Construction and Validation of Scale

Cited by 23 publications

References 84 publications

Value creation or value destruction: Conceptualizing the experiential nature of value‐in‐use

Value creation or value destruction: Conceptualizing the experiential nature of value‐in‐use

How Does Value Co-Creation Behavior Affect Destination Loyalty? A Role Switching Perspective

The influence of work motivation on employee performance

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