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This study aims to examine the applicability of Hartmann et al.’s (2018) service ecosystem framework to the day-to-day management of the modern sales force. The authors provide a review of the framework, acknowledging its strengths, while also indicating areas for advancement. The authors conclude with recommendations to the framework and indicate opportunities where future research could advance sales theory.

A review of the theoretical underpinnings of the service ecosystem framework is weighed against the established roles and responsibilities of the modern sales force in the literature.

The ability of the framework to capture the multi-level, multi-actor and dynamic aspects of sales represents an improvement in the conceptualization of selling is critical. Suggestions around the refinement for meso-level sales interactions and a more pliant application of service dominant-logic are offered.

The suggested extensions of the framework continue the advancement of novel theorization for the field of sales. Priorities for future research include consideration of ethical implications of the framework and formulations of new management strategies reflective of the broad and dynamic properties of the ecosystem conceptualization.

This paper provides managerial guidelines and implications tied specifically to the thick and thin crossing points and how they may impact employee decision-making.

To the best of the authors’ knowledge, this study is the first to pointedly examine the service ecosystem framework with respect to established principles of managing a modern sales force.

The development of higher learning institutions (HLIs) is considered a strategy to trigger urban space development – and it is the economy in most developing countries. HLIs can develop and maintain pace with the experience economy in the current urban economy, particularly in the services sector. This paper seeks to evaluate the influence of HLIs on elements of the experience economy in the urban services sector in Bandar Baru Bangi (BBB), a knowledge-based city.

The research adopted a purposive sampling technique and engaged 382 urban community respondents in BBB, Malaysia. The study used four elements (education, gastronomy, health, and the retail sectors) to assess the experience economy performance.

The results show that the local community is the “active users” of the services, and the active users have enjoyed the existence of the experience economy. Findings reveal a preference for education and health over gastronomy and retail sectors. Of these four sectors, the education sector experience had the most prominent effect, thereby showing that the higher learning institutions around this city served a major role in the sector development of urban services.

The research used a purposive sampling method and engaged 382 respondents in BBB, Malaysia. The restriction of the study area to BBB is a limitation component. Future studies should explore a large-scale investigation to evaluate better and validate the results.

The research has shown that the city's higher education institutions have affected the development of the experience economy in the four sectors.

The study shows that the framework of the experience economy and the establishment of HLIs can stimulate the experience economy within the urban services sector.

This study aims to discuss relationship between job resources and employees adaptive job performance. Using the job demands-resource (JD-R) theory, the paper examines the mediating role of work engagement in the relationship between job resources and adaptive job performance. The study also explores the moderating role of psychological contract fulfillment.

The study is based on data gathered from 254 employees of hospitality sector in Pakistan through a Web-based survey. The statistical verification conducted through using partial least squares structural equation modeling.

Findings has confirmed that job resources positively related to employees’ adaptive job performance. Furthermore, the mediation effect is explained by employees’ work engagement. Interestingly, employee psychological contract fulfillment moderated the positive relationship between job resources and employees’ work engagement.

The present study expands the previous research that validates the assumptions of job demand-resources theory into hospitality employees to harness job resources with employees’ engagement and performance as well as highlight the role of psychological contract fulfillment.