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

Donia Waseem (Department of Marketing, University of Bradford, Bradford, UK)
Sergio Biggemann (Department of Marketing, University of Otago, Dunedin, New Zealand)
Tony Garry (Department of Marketing, University of Otago, Dunedin, New Zealand)

Journal of Services Marketing

ISSN: 0887-6045

Article publication date: 22 December 2020

Issue publication date: 20 July 2021

1945

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.

Keywords

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, Vol. 35 No. 4, pp. 442-452. https://doi.org/10.1108/JSM-11-2019-0458

Publisher

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Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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