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

Waseem, Donia
; 
Biggemann, S.
; 
Garry, T.
Publication Date
20/07/2021
End of Embargo
Supervisor
Keywords
Employee motivation, Value co-creation
Rights
(c) 2021 Emerald Publishing Group. Full-text reproduced in accordance with the publisher's self-archiving policy.
Peer-Reviewed
Yes
Open Access status
openAccess
Accepted for publication
10/11/2020
Institution
Department
Awarded
Embargo end date
Collections
Management and Law Publications
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Abstract
Purpose This paper aims to explore the drivers of employee motivation to facilitate value co-creation. Specifically, it enhances the understanding of social and contextual elements that contribute towards the co-creation of value. Design/methodology/approach Embracing an interpretive paradigm, the study draws on 57 in-depth interviews together with participant observation field notes. The data were analysed using thematic analysis. Findings The findings identify six key drivers that motivate employees to facilitate value co-creation: rewards and recognition, opportunities for life-long learning, interpersonal engagement, role responsibility and accountability, organisational vision and social purpose. Research limitations/implications This study is undertaken within a traditional organisation setting. Other organisational contexts such as working from home should also be considered. Second, this study focused on the individual relational orientations of employees. Also, there is an opportunity to explore the collective orientation of employees. Originality/value Drawing on service-dominant logic (S-D logic) as a theoretical lens, this study adopts and adapts Lindenberg and Steg’s (2013) goal-framing theory to conceptualise six drivers of employee motivation to facilitate value co-creation within three-goal frames that leads to in-role and extra-role job performance.
URI
http://hdl.handle.net/10454/18322
Version
Accepted manuscript
Citation
Waseem D, Biggemann S and Garry T (2021) An exploration of the drivers of employee motivation to facilitate value co-creation. Journal of Services Marketing. 35(4): 442-452.
Link to publisher’s version
Link to published version
Link to Version of Record
https://doi.org/10.1108/JSM-11-2019-0458
Type
Article
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Notes