Navigating psychological membership in sport organizations: Exploring sport employees’ identities

Oja, Brent D.; Gordon, Brian S.; Hazzaa, Rammi N.

doi:10.1080/10413200.2021.2021563

Cited by 4 publications

(11 citation statements)

References 49 publications

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“…Given the importance of these two types of employee-employee collaboration and employee-customer collaboration, it is critical to explore how they function in the fitness service context and affect employees' beliefs and service innovation (Melton and Hartline, 2013;Oja et al, 2022). This issue is especially worth exploring in the fitness service context because of the important role employees play in enhancing the customer's experience during their interactions (Ahn et al, 2020;Chowdhury et al, 2022).…”

Section: Collaboration In Fitness Service Innovationmentioning

confidence: 99%

“…Specifically, employees are indispensable elements in the process of service innovation (Glaveli et al, 2023;Wang and Chiu, 2023;Xie et al, 2020). Interactive collaborations amongst employees allow organisations to be flexible and enhance their employees' abilities to develop new service ideas (Dotzel et al, 2013;Oja et al, 2022). Further, effective collaboration amongst service employees can facilitate the exchange of knowledge, information, and experience, which also promotes new service development (Hu and Zhao, 2016;Melton and Hartline, 2013;Ordanini and Parasuraman, 2011;Santos-Vijande et al, 2016).…”

Section: Relationships Between Employee-employee Collaboration Employ...mentioning

confidence: 99%

“…Human-resource integration and knowledge have become increasingly important for driving innovation in the service industry (Wang and Chiu, 2023). Research has shown that employee collaborative behvaviours is critical for improving a service firm's performance (Kuo et al, 2021;Melton and Hartline, 2013;Oja et al, 2022;Wirtz and Jerger, 2016). Different forms of employees' collaborative behaviours with other employees and customers can facilitate innovative behaviours, which further increase effectiveness and cohesiveness (Melton and Hartline, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Although the importance of employee-employee collaboration and employee-customer collaboration for service innovation has been established (Chowdhury et al, 2022;Kuo et al, 2021;Wang and Chiu, 2023;Wirtz and Jerger, 2016), the way in which this behaviour influences their beliefs and innovative behaviours in the fitness service context remains unclear (Oja et al, 2022;Paek et al, 2020). Notably, creative self-efficacy can be viewed as a process variable that explains how personal self-beliefs influence an individual's performance (Paek et al, 2020;Royston and Reiter-Palmon, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…In addition, employees have different roles and responsibilities and are generally divided into frontline and non-frontline employees (Melton and Hartline, 2013;Oja et al, 2022;Wirtz and Jerger, 2016), which leads to the existence of different types of collaborative behaviours amongst employees. Because of the different nature of the jobs of frontline and non-frontline employees in the fitness service context, the roles of their collaborative behaviours in creative self-efficacy and service innovation may also differ (Kuo et al, 2021;Wang and Chiu, 2023).…”

Section: Introductionmentioning

confidence: 99%

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

Wang

Chiu

Tseng

et al. 2023

IJSMS

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PurposeIn this study the authors examined the impact of employees' collaborative behaviours with colleagues and customers (i.e. employee–employee collaboration and employee–customer collaboration) on their creative self-efficacy and service innovation from the perspective of service-dominant logic. The authors also examined the differences between frontline and non-frontline fitness service employees in our research model. This study aims to discuss the aforementioned objectives.Design/methodology/approachParticipants were fitness-centre employees in Taiwan recruited via convenience sampling. A total of 410 participants completed our online survey, and the authors analysed the data using partial least squares structural equation modelling (PLS-SEM).FindingsThe authors found that collaboration with both colleagues and customers had a positive impact on employees' creative self-efficacy. Collaboration with colleagues directly affected service innovation, while collaboration with customers indirectly affected service innovation via creative self-efficacy. In addition, there was a significant difference between frontline and non-frontline employees in our research model. Specifically, the path from collaboration with customers to creative self-efficacy was stronger for frontline employees, and the path from creative self-efficacy to service innovation was stronger for non-frontline employees.Originality/valueThis study improves the understanding of the way in which different collaborative behaviours promote employees' creative self-efficacy and service innovation. Further, it is the first to identify the difference between frontline and non-frontline employees and it shows how the effects of collaborative behaviours differ between them in the context of fitness services.

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Section: Collaboration In Fitness Service Innovationmentioning

confidence: 99%

Section: Relationships Between Employee-employee Collaboration Employ...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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

Wang

Chiu

Tseng

et al. 2023

IJSMS

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Agency in institutionalized sport organizations: examining how institutions suppress agency

Oja,

Nite,

Kim

et al. 2023

European Sport Management Quarterly

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The impact of perceived corporate social responsibility on employees’ turnover intention in professional team sports: a conditional mediation model

Wang,

Chiu,

Cho

2024

IJSMS

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PurposeThe study investigated the impact of perceived corporate social responsibility (CSR) on employees' turnover intention in professional team sports organizations, focusing on employee identification and co-production’s role in this context.Design/methodology/approachData were collected from 225 employees in professional team sports organizations, with analysis conducted via partial least squares structural equation modeling (PLS-SEM).FindingsThe results indicated that perceived CSR negatively impacted turnover intention. Employee identification mediated the relationship between perceived CSR and turnover intention. Moreover, co-production moderated the relationship between perceived CSR and employee identification, affecting the mediating role of employee identification between perceived CSR and turnover intention.Practical implicationsPrioritizing CSR offers benefits beyond improving an organization’s public image. It also plays a crucial role in enhancing internal organizational dynamics. Specifically, it helps to increase employee identification with the company, reduce turnover intentions, and promote co-production. These outcomes, when combined, lead to the development of a stronger, more cohesive, and resilient organization.Originality/valueThis study provides empirical evidence of the influence of perceived CSR on employee identification and behavior within professional team sports organizations. It underscores the importance of enhancing employee identification to reduce turnover intention.

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Navigating psychological membership in sport organizations: Exploring sport employees’ identities

Cited by 4 publications

References 49 publications

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

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

Agency in institutionalized sport organizations: examining how institutions suppress agency

The impact of perceived corporate social responsibility on employees’ turnover intention in professional team sports: a conditional mediation model

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