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dc.contributor.authorMerrilees, B.*
dc.contributor.authorMiller, D.*
dc.contributor.authorYakimova, Raisa*
dc.date.accessioned2016-11-17T16:03:34Z
dc.date.available2016-11-17T16:03:34Z
dc.date.issued2017-03
dc.identifier.citationMerrilees B, Miller D and Yakimova R (2017) The role of staff engagement in facilitating staff-led value co-creation. Journal of Service Management. 28(2)en_US
dc.identifier.urihttp://hdl.handle.net/10454/10371
dc.descriptionYesen_US
dc.description.abstractThe study extends customer-led co-creation research to the related staff-led value co-creation domain. In particular, the purpose of the study is to investigate the role of staff engagement as a facilitator of staff-led value co-creation. Design/methodology/approach: A new conceptual framework develops a model of staff-led value-creation, using three types of staff-led co-creation. A quantitative approach is used. Survey collection yielded a sample of 1165 employees in an Australian not-for-profit context across nineteen organizations. AMOS SEM (Structural Equation Modelling) analyzes the data. Findings: A major finding is the nexus between staff engagement and staff-led value co-creation. The nexus applies for three types of staff-led co-creation and three staff categories. Different explanatory mechanisms apply to each type of staff-led value co-creation. Research Limitations/implications: The not-for-profit context may not generalize to the for-profit sector, but future research could clarify this matter. Practical implications: The results can inform organizations wishing to create greater service contributions through greater staff participation, which can include a staff-initiating (staff-led) role. Different value co-creation targets require different corporate triggers, reflecting the different explanatory mechanisms of each co-creation type. Social Implications: The not-for-profit context provides major social implications. Originality/value: The emphasis on staff-led value co-creation augments the customer-led co-creation literature. Additionally, exploring the (staff) engagement to (staff) value co-creation nexus is a novel contribution.en_US
dc.language.isoenen_US
dc.relation.isreferencedbyhttp://www.emeraldinsight.com/doi/pdfplus/10.1108/JOSM-10-2015-0326
dc.rights(c) 2017 Emerald Publishing. Full-text reproduced in accordance with the publisher's self-archiving policy.en_US
dc.subjectValue co-creation; Staff-led co-creation; Staff engagement; Service innovation; Not-for-profiten_US
dc.titleThe role of staff engagement in facilitating staff-led value co-creationen_US
dc.status.refereedYesen_US
dc.date.Accepted2016-10-18
dc.typeArticleen_US
dc.type.versionAccepted Manuscripten_US
refterms.dateFOA2018-07-25T15:59:51Z


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