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Article
Publication date: 3 April 2019

Hannah Snyder, Lars Witell, Mattias Elg and Janet R. McColl-Kennedy

When using a service, customers often develop their own solutions by integrating resources to solve problems and co-create value. Drawing on innovation and creativity…

Abstract

Purpose

When using a service, customers often develop their own solutions by integrating resources to solve problems and co-create value. Drawing on innovation and creativity literature, this paper aims to investigate the influence of place (the service setting and the customer setting) on customer creativity in a health-care context.

Design/methodology/approach

In a field study using customer diaries, 200 ideas from orthopedic surgery patients were collected and evaluated by an expert panel using the consensual assessment technique (CAT).

Findings

Results suggest that place influences customer creativity. In the customer setting, customers generate novel ideas that may improve their clinical health. In the service setting, customers generate ideas that may improve the user value of the service and enhance the customer experience. Customer creativity is influenced by the role the customer adopts in a specific place. In the customer setting customers were more likely to develop ideas involving active customer roles. Interestingly, while health-care customers provided ideas in both settings, contrary to expectation, ideas scored higher on user value in the service setting than in the customer setting.

Research limitations/implications

This study shows that customer creativity differs in terms of originality, user value and clinical value depending on the place (service setting or customer setting), albeit in one country in a standardized care process.

Practical implications

The present research puts customer creativity in relation to health-care practices building on an active patient role, suggesting that patients can contribute to the further development of health-care services.

Originality/value

As the first field study to test the influence of place on customer creativity, this research makes a novel contribution to the growing body of work in customer creativity, showing that different places are more/less favorable for different dimensions of creativity. It also relates customer creativity to health-care practices and highlights that patients are an untapped source of creativity with first-hand knowledge and insights, importantly demonstrating how customers can contribute to the further development of health-care services.

Details

European Journal of Marketing, vol. 53 no. 7
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 12 May 2020

David Solnet, Mahesh Subramony, Maria Golubovskaya, Hannah Snyder, Whitney Gray, Olga Liberman and Rohit Verma

Employee wellness is vital to creating high-quality employee–customer interactions, yet frontline service workers (FLSWs) do not typically engage in, or benefit from…

Abstract

Purpose

Employee wellness is vital to creating high-quality employee–customer interactions, yet frontline service workers (FLSWs) do not typically engage in, or benefit from, wellness initiatives. This paper aims to conceptually model the interactive influences of organizational and employee factors in influencing FLSW involvement in wellness programs and provides suggestions on how service organizations can enhance wellness behaviors and outcomes.

Design/methodology/approach

This paper builds upon classical and contemporary management theories to identify important gaps in knowledge about how employees and firms engage with wellness. Interactive psychology, emphasizing multidirectional interaction between person (employee) and situation (organization) wellness orientation, is introduced.

Findings

The paper develops a model that can be used to assess organizational wellness program effectiveness by emphasizing the interaction of employee and organizational wellness orientation. The model illustrates that wellness effectiveness relies equally on employee agency through an active wellness orientation matched with the organizational wellness orientation.

Originality/value

This paper questions the dominant approaches to assessing the effectiveness of workplace wellness initiatives, arguing for a more humanistic and agentic perspective rather than traditional organizationally centered fiscal measures.

Details

Journal of Service Management, vol. 31 no. 5
Type: Research Article
ISSN: 1757-5818

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Article
Publication date: 17 September 2018

Tor Wallin Andreassen, Line Lervik-Olsen, Hannah Snyder, Allard C.R. Van Riel, Jillian C. Sweeney and Yves Van Vaerenbergh

Building on the multi-divisional business model (M-model), the purpose of this paper is to develop a better understanding of triadic business models – T-models – and how…

Abstract

Purpose

Building on the multi-divisional business model (M-model), the purpose of this paper is to develop a better understanding of triadic business models – T-models – and how they create value for their three categories of stakeholders, i.e., the suppliers, the platform firm and the buyers. The research question that guides the present study is twofold: How is value created individually and collectively in triadic business models and what might challenge their sustainability?

Design/methodology/approach

Anchored in extant literature and a process of conceptual modeling with empirical examples from Uber, a new business model archetype was developed for two-sided markets mediated by a middleman.

Findings

The paper provides a theoretically and conceptually derived roadmap for sustainable business in a triadic business model, i.e., for the buyers, sellers and the platform firm. This model is coined the T-model. A number of propositions are derived that argue the relationship between key constructs. Finally, the future beyond the T-model is explored.

Research limitations/implications

The paper identifies, illustrates and discusses the ways in which value is created in sustainable T-models. First, value is created from a number of sources, not only from lower transaction costs. Second, it is proposed that it is not about a choice of either M-model or T-model but rather a continuum. Toward 2050, technology in general and Blockchain specifically may for some transactions or services, eliminate the need for middlemen. The main conclusion is that despite this development, there will, for most organizations, be elements of the M-model in all or most T-model businesses. In short: middlemen will have elements of the M-model embedded in the T-model when co creating value with buyers and sellers.

Originality/value

While two-sided T-models are not new to the business area, surprisingly no papers have systematically investigated, illustrated, and discussed how value is created among and between the three stakeholder categories of the T-model. With this insight, more sustainable T-models can be created.

Details

Journal of Service Management, vol. 29 no. 5
Type: Research Article
ISSN: 1757-5818

Keywords

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Article
Publication date: 20 March 2017

Janet R. McColl-Kennedy, Hannah Snyder, Mattias Elg, Lars Witell, Anu Helkkula, Suellen J. Hogan and Laurel Anderson

The purpose of this paper is to synthesize findings from health care research with those in service research to identify key conceptualizations of the changing role of the…

Abstract

Purpose

The purpose of this paper is to synthesize findings from health care research with those in service research to identify key conceptualizations of the changing role of the health care customer, to identify gaps in theory, and to propose a compelling research agenda.

Design/methodology/approach

This study combines a meta-narrative review of health care research, and a systematic review of service research, using thematic analysis to identify key practice approaches and the changing role of the health care customer.

Findings

The review reveals different conceptualizations of the customer role within the ten key practice approaches, and identifies an increased activation of the role of the health care customer over time. This change implies a re-orientation, that is, moving away from the health care professional setting the agenda, prescribing and delivering treatment where the customer merely complies with orders, to the customer actively contributing and co-creating value with service providers and other actors in the ecosystem to the extent the health care customer desires.

Originality/value

This study not only identifies key practice approaches by synthesizing findings from health care research with those in service research, it also identifies how the role of the health care customer is changing and highlights effects of the changing role across the practice approaches. A research agenda to guide future health care service research is also provided.

Details

Journal of Service Management, vol. 28 no. 1
Type: Research Article
ISSN: 1757-5818

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Article
Publication date: 2 July 2020

Tom Chen, Sarah Dodds, Jörg Finsterwalder, Lars Witell, Lilliemay Cheung, Mareike Falter, Tony Garry, Hannah Snyder and Janet R. McColl-Kennedy

People are responsible for their wellbeing, yet whether they take ownership of their own or even others' wellbeing might vary from actor to actor. Such psychological…

Abstract

Purpose

People are responsible for their wellbeing, yet whether they take ownership of their own or even others' wellbeing might vary from actor to actor. Such psychological ownership (PO) influences the dynamics of how wellbeing is co-created, particularly amongst actors, and ultimately determines actors' subjective wellbeing. The paper's research objective pertains to explicating the concept of the co-creation of wellbeing and conceptualizing the dynamics inherent to the co-creation of wellbeing with consideration of the influences of all involved actors from a PO perspective.

Design/methodology/approach

To provide a new conceptualization and framework for the dynamics of wellbeing co-creation, this research synthesizes wellbeing, PO and value co-creation literature. Four healthcare cases serve to illustrate the effects of engaged actors' PO on the co-creation of wellbeing.

Findings

The derived conceptual framework of dynamic co-creation of wellbeing suggests four main propositions: (1) the focal actor's wellbeing state is the intangible target of the focal actor's and other engaged actors' PO, transformed throughout the process of wellbeing co-creation, (2) PO over the focal actor's wellbeing state is subject to the three interrelated routes of exercising control, investing in the target, and intimately knowing the target, which determine the instigation of wellbeing co-creation, (3) the level of PO over the focal actor's wellbeing state can vary, influence and be influenced by the extent of wellbeing co-creation, (4) the co-creation of wellbeing, evoked by PO, is founded on resource integration, which influences the resources–challenges equilibrium of focal actor and of all other engaged actors, affecting individual subjective wellbeing.

Originality/value

This article provides a novel conceptual framework that can shed new light on the co-creation of wellbeing in service research. Through the introduction of PO the transformation of lives and wellbeing can be better understood.

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Book part
Publication date: 3 March 2016

Kelly Davis McCauley and William L. Gardner

The purpose of this study is to provide preliminary insights into the relationships between self-monitoring, emotional expressivity, emotional labor, felt leader…

Abstract

The purpose of this study is to provide preliminary insights into the relationships between self-monitoring, emotional expressivity, emotional labor, felt leader authenticity, and authentic leadership (AL) within a unique context – West Texas Baptist congregations. Using a sample of 40 Baptist pastors, we employed survey research methods and correlational analyses to explore the focal relationships. Our results revealed that self-monitoring is positively correlated with surface acting, yet negatively associated with AL, within our sample of West Texas Baptist pastors. Emotional expressivity is negatively related to surface acting, but not deep acting, and positively related to genuine emotional displays. We also found that surface acting is negatively associated with genuine emotion displays and felt authenticity, while felt authenticity and AL are positively correlated. However, no relationships between self-monitoring, deep acting, felt authenticity, and AL were revealed. Thus, we identified cases where leader authenticity may be threatened within an organizational context with strong emotional display rules, suggesting a boundary condition for AL. Additionally, we advance propositions gleaned from our research regarding the influence of the omnibus (e.g., community religiosity) and discrete context on leader emotional labor and authenticity. We conclude with practical recommendations for leaders seeking to balance authenticity with emotional display rules associated with unique roles and contexts, as well as recommendations for scholars seeking to conduct research in such settings. We also provide candid insights regarding the challenges we encountered in researching leader authenticity within a highly religious context.

Details

Leadership Lessons from Compelling Contexts
Type: Book
ISBN: 978-1-78560-942-8

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Book part
Publication date: 15 December 2015

David A. Waldman and Pierre A. Balthazard

This chapter overviews how neuroscience can provide a new lens to understand leadership processes in organizations. We describe how neurological scanning can be applied to…

Abstract

This chapter overviews how neuroscience can provide a new lens to understand leadership processes in organizations. We describe how neurological scanning can be applied to leadership research, as well as its potential advantages over more traditional techniques, such as surveys. Research to date is summarized pertaining to how neuroscience can inform such conceptualizations as transformational, complex/adaptive, and ethical forms of leadership. Findings indicate that effective versus not-so-effective leaders can be distinguished neurologically, and such assessment can benefit the prediction of important leadership outcomes. We caution that context needs to be taken into account in that not only can neurological variables associated with leaders affect organizational behavior and outcomes, but it is equally important to understand how the context can affect neurological qualities of individuals. Finally, we describe how it may be possible to use neurofeedback techniques to help develop leadership qualities of people in industry and in education programs, such as those in business schools.

Details

Organizational Neuroscience
Type: Book
ISBN: 978-1-78560-430-0

Keywords

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Book part
Publication date: 15 December 2015

Christopher S. Reina, Suzanne J. Peterson and David A. Waldman

Emotions and affect continue to garner widespread interest in the organizational sciences, and psychometric instruments tend to be the most often utilized method of…

Abstract

Emotions and affect continue to garner widespread interest in the organizational sciences, and psychometric instruments tend to be the most often utilized method of assessing emotional phenomena in the workplace. However, psychometric questionnaires/surveys suffer from various shortcomings in that they may not adequately capture the underlying emotional experiences of individuals for various reasons (such as social desirability, lack of awareness, political posturing, and so forth). Neuroscience approaches allow researchers to directly assess the underlying neural activity that is occurring inside individuals’ brains. Accordingly, neuroscience can help researchers to overcome some of the limitations of surveys, thus allowing for both broader conceptualization and measurement. We briefly discuss the various neuroscience methodologies that can be used to help researchers gain insight into how individuals in the workplace experience emotions. Our discussion targets emotional contagion and emotional regulation as two areas that could especially benefit from utilizing a neuroscientific approach. We end the chapter with a consideration of practical implications.

Details

Organizational Neuroscience
Type: Book
ISBN: 978-1-78560-430-0

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Book part
Publication date: 7 July 2015

Suzanne J. Peterson, Christopher S. Reina, David A. Waldman and William J. Becker

The application of physiological methods to the study of psychological phenomena has garnered considerable interest in recent years. These methods have proved especially…

Abstract

The application of physiological methods to the study of psychological phenomena has garnered considerable interest in recent years. These methods have proved especially useful to the study of emotions, since evidence suggests that validly measuring a person’s emotional state using traditional, psychometric methods such as surveys or observation is considerably more difficult than once thought. The present chapter reviews the challenges associated with measuring emotions from a purely psychological perspective, and suggests that the study of emotions in organizations can benefit from the use of physiological measurement to complement traditional assessment methods. We review more established approaches to physiological measurement, including those related to hormone secretion, cardiovascular activity, and skin conductance. We then highlight somewhat more recent attempts to use neurological scanning. A theme of this chapter is that both psychological and physiological measures are relevant to understanding and assessing emotions in organizations. Accordingly, we propose a multi-method approach involving both types of assessment. Finally, we discuss the practical and ethical implications of employing various forms of physiological measurement in the study of emotions, specifically in the context of organizations.

Details

New Ways of Studying Emotions in Organizations
Type: Book
ISBN: 978-1-78560-220-7

Keywords

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Book part
Publication date: 31 August 2016

Timothy B. Folta, Constance E. Helfat and Samina Karim

This paper introduces the volume on Resource Redeployment and Corporate Strategy, which is devoted to exploring a relatively new justification for how multi-business firms…

Abstract

This paper introduces the volume on Resource Redeployment and Corporate Strategy, which is devoted to exploring a relatively new justification for how multi-business firms create value – having flexibility to internally redistribute non-financial resources across their businesses. We clarify how a theory around resource flexibility differs from other theories of how multi-business firms create value. We then synthesize the collection of papers in this volume and describe how they contribute to this line of inquiry. Finally, we offer our own views on opportunities for elaboration of this theory.

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