Frontline employees’ motivation to align with value propositions
Journal of Business & Industrial Marketing
ISSN: 0885-8624
Article publication date: 14 February 2020
Issue publication date: 18 March 2020
Abstract
Purpose
Customer value creation is dependent on a firm’s capacity to fulfil its brand promises and value propositions. The purpose of this paper is to explore frontline employees’ (FLEs’) motivation to align with value propositions.
Design/methodology/approach
The paper explores FLEs’ motivation to align with a firm’s value propositions as operationalised brand promises. A longitudinal, three-phase case study was conducted on a business-to-business company in the building and technical trade sector.
Findings
This study reveals factors that foster and weaken employees’ motivation to align with a firm’s brand promises and value propositions. The findings show that co-activity and authentic, practice-driven promises and value propositions foster FLEs’ motivation to uphold brand promises and value propositions, whereas an objectifying stance and power struggle weaken their motivation.
Practical implications
The study indicates that a bottom-up approach to strategising is needed and that FLE is to be engaged in traditional managerial domains, such as in developing value propositions. By creating space and agency for FLE in the strategising process, their motivation to align with value propositions is fostered. Four motivational modes are suggested to support bottom-up strategising.
Originality/value
The paper is unique in its focus on FLEs’ motivation. Developing value propositions traditionally falls within the domain of management strategising, while employees are ascribed the role of enactment. Contrary to the established norm, this paper highlights employees’ active role in strategising and developing value propositions.
Keywords
Citation
Liewendahl, H.E. and Heinonen, K. (2020), "Frontline employees’ motivation to align with value propositions", Journal of Business & Industrial Marketing, Vol. 35 No. 3, pp. 420-436. https://doi.org/10.1108/JBIM-02-2019-0084
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited