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

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    wadeem_et_al_2021 (384.9Kb)
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    Publication date
    2021-07-20
    Author
    Waseem, Donia
    Biggemann, S.
    Garry, T.
    Keyword
    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
    Green
    
    Metadata
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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
    https://doi.org/10.1108/JSM-11-2019-0458
    Type
    Article
    Collections
    Management and Law Publications

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