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This study aims to identify the groups of value cocreators in the context of social media in the retail banking industry and resources that predict customer membership among different groups of value cocreators.

This study reviewed the literature and developed measurement instruments for the constructs of interest. Data were collected from 406 customers in an emerging market in 2019 and analyzed using latent profile analysis.

This study identified three profiles of value cocreators on social media based on the actual practices of resource integration that enliven value cocreation. Second, this study explains the differences in the performance of resource integration practices to cocreate by the types of resources that customers integrate into social media. Third, this study fills the need for knowledge of value cocreation in different contexts and industries (e.g. banks).

This study analytically relates a set of resources to the variety and intensity of the value cocreation practices adopted by bank customers in interactive environments. The emphasis on how value cocreation practices in online environments combined with customer resources (e.g., a person-centered approach) allows to identify unique profiles of value cocreators on social media. The findings inform managers of the profiles of cocreators, which customers are more attractive as value cocreators on social media, and which resources managers should help customers develop to increase cocreation on social media.

The authors seek (1) to identify the profiles of subjective financial well-being (SFWB) of bank customers before and during the coronavirus disease 2019 (COVID-19) pandemic, (2) to analyze the transition to profiles of lower SFWB during the pandemic and (3) to identify the factors driving such transitions.

The authors surveyed five countries during 2019 and 2020 to measure SFWB. The authors applied latent class analysis (LCA) to identify profiles of bank customers according to a mix of SFWB indicators in pre-pandemic times (Study 1). The authors validated the profiles during the pandemic and identified the SFWB dimensions that deteriorated during the crisis (Study 2). Finally, the authors applied latent transition analysis (LTA) to explore transitions to profiles of lower SFWB and identify the drivers.

The authors identified three profiles of customers in pre- and post-pandemic periods for four dimensions of SFWB: control over finances, capacity to absorb financial shocks, ability to track financial goals and financial freedom. Gender, age, trust in banks and bank-supporting policies were related to transitions across profiles of SFWB during the pandemic. These relationships are contingent upon contextual country-related variables.

Banks and policymakers should reduce customers' exposure to the pandemic's long-lasting adverse effects on SFWB and should identify and control the multiplier role that contextual variables play.

Extant literature has not fully identified the dimensions of SFWB that changed due to the COVID-19 pandemic. The authors narrow this gap by identifying three SFWB profiles of customers, analyzing the patterns of SFWB change and connecting these changes to individual, provider and contextual factors.

This paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors.

First, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model.

The results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – such as evasion or “playing dumb” – to cope with the lack of well-being caused by high interpersonal conflicts in the workplace.

Although contextual and individual factors may trigger knowledge-hiding behavior at work, the current literature has overlooked the combined effects of such factors, especially in service settings. Knowledge hiding in service organizations is a weakness that can lead to significant economic losses, especially in firms that are intensively knowledge-based. Thus, it is necessary to identify the antecedents of knowledge-hiding behavior to deter low performance in these organizations.