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The purpose of this paper is to investigate the effect of gamification design elements of virtual corporate social responsibility (CSR) game on customers’ continuance intention to participate in social value co-creation and the mediation effect of psychological benefit.

Three scenario simulation experiments of the between-subjects design were conducted to examine the influencing mechanism of reward mechanism of virtual CSR game on customers’ continuance intention to participate in social value co-creation.

The findings indicated that: there are significant differences between the effect of behavior-based reward and result-based reward on customers’ continuance intention to participate in social value co-creation; the psychological benefit plays a moderating role between game reward mechanism and customers’ intention to continuously participate in social value co-creation; the game narrative mode plays a moderating role in the influence of game reward mechanism on customers’ intention to continuously participate in social value co-creation; the background for game placement moderates the interactions of game narrative mode and game reward mechanism on customers’ continuance intention to participate in social value co-creation, namely there is significant interaction of gamification design elements on psychological benefit and customers’ continuance intention to participate in social value co-creation.

This research has the following limitations. First, restricted by research conditions, the game scene, as the experiment material, can only be exposed to the participants in the form of text, thus customers’ psychological benefit (especially the entertainment experience) may be affected. Second, theoretical argument and literature support were not enough when the authors put forward the research hypotheses, due to the lack of research on the application of gamification in the CSR field. Third, considering the complexity, the authors took the psychological benefit as a unidimensional variable, in this research; it may be funnier to divide it into three variables. Finally, because the game design elements form into a virtual customer environment that jointly influences customers’ psychological benefit, the method of qualitative comparative analysis can be considered in future research.

It provides insights for marketers on the planning and design of a CSR strategy. The conclusions of this research have a certain guiding significance to the formulation of CSR strategy and the practice of social value co-creation. First, enterprises can apply gamification to the design of virtual CSR projects to promote customers’ continuance intention to participate in social value co-creation. Second, on the consideration of customers’ psychological benefit, enterprises should reasonably match such game design elements as game placement background, game narrative mode and game reward mechanism, when designing a virtual CSR game, so as to promote customers continuously participating in a virtual CSR project.

Virtual CSR projects are in fact the activities that enterprise co-create social value with their stakeholders. So, the research on customers’ continuous participation in virtual CSR projects is helpful for increasing social welfare.

This study confirms the effect of reward mechanism of a virtual CSR game on customers’ continuance intention to participate in social value co-creation from the perspective of customer psychological benefit. It also provides insights for marketers on the planning and design of a CSR strategy.

This study focuses on the management of job burnout among customer service representatives. The purpose of this study is to investigate whether supervisor support, monetary rewards, and career paths moderate the relationship between job burnout and turnover intentions.

The authors conducted a survey of 287 customer service representatives from seven call centers for the analysis. To validate the research model and test the hypotheses, the authors employed structural equation modeling, and for the moderating effects, the authors conducted a multi‐group analysis after dividing the moderating variables into high and low groups by using each of their means as a split point.

As expected, the results indicate that emotional exhaustion, depersonalization, and reduced personal accomplishment increased turnover intentions. Emotional exhaustion led to a sharp increase in depersonalization. The results for the three moderating variables indicate that not all interventions were always useful for all three components of job burnout. In particular, the application of supervisor support required considerable attention because it exacerbated the adverse effect of depersonalization on turnover intentions. Monetary rewards reduced turnover intentions under depersonalization, whereas they increased turnover intentions under reduced personal accomplishment. Career paths reduced turnover intentions under both depersonalization and reduced personal accomplishment.

This study contributes to the literature by demonstrating the moderating effects of supervisor support, monetary rewards, and career paths on the relationships between three components of job burnout and turnover intentions for customer service representatives from call centers.

This paper focuses on customer engagement in online brand communities (OBCs). Drawing upon self-determination theory (SDT), the research proposes a conceptual model portraying the effect of intrinsic and extrinsic motivations on hedonic and utilitarian rewards, which the authors posit will affect subjective well-being (SWB) and brand advocacy.

Data collected through a questionnaire completed by 367 members of OBC were employed to test the structural theory using partial least squares-structural equation modelling (PLS-SEM).

The empirical results reveal that intrinsic motivations significantly and positively affect hedonic and utilitarian rewards, but the same does not apply to extrinsic motivations. The results also confirm that hedonic and utilitarian rewards are significantly related to brand advocacy and SWB, although with different strengths.

This study provides new insights to the emerging research on customer engagement in OBC, including its motivations and rewards for contributing to these communities, from an SDT perspective. In addition, this paper offers a novel approach, by introducing brand advocacy and SWB as consequences of customer engagement in OBCs.

Teams have become a popular way to organize business because they offer companies the flexibility needed to meet the demands of the changing business environment. While many companies have been quick to organize their workforce into teams, they have not been as eager to implement team‐based compensation systems. However, if team‐based organizations continue to utilize old, individually‐oriented pay systems, they will not fully realize the benefit of highly cooperative and motivated work teams. The purpose of this two‐part article is to examine the “ideal” team compensation system. Together, both parts will review the basics of both teams and compensation and then explore the ideal team compensation system from three levels ‐ framework, critical elements, and other, operational considerations. Part I provided information through the ideal team compensation system framework. This article, Part II, looks at the critical elements and other, operational considerations.

As value co-creation has become a critical strategy for companies to gain competitive advantage, the purpose of this paper is to investigate the degree of the uncertain reward (DUR) and its impact on customer engagement (CE), particularly in the promotion stage, which has not been sufficiently explored. Further, optimistic estimation (OE) is examined as an underlying mechanism of the uncertain reward effect, as well as the impact of combining this with other marketing strategies: the controllable lottery and the delayed reward.

Three studies were conducted to examine the influence of DUR on CE, which included online experiments and a laboratory experiment. In total, 337 participants were recruited from China and the USA to enhance the study’s reliability and validity.

The research demonstrated that a high-degree uncertain reward led to less OE than a low-degree uncertain reward (LDUR), which subsequently decreased CE (Study 1). However, when other marketing strategies were combined – the controllable lottery (Study 2) and time-delay reward strategy (Study 3) – the uncertain reward effect was reversed (Study 2) or attenuated (Study 3).

The current research only presents two possible reward amounts and independently explores the influence of two popular marketing strategies. Future research can explore customers’ responses to engagement when they face multiple rewards and thoroughly investigate the influence of other social or psychological factors.

Firms could apply an LDUR to enhance CE effects. Furthermore, this could be done at a low cost by empowering customers’ controllability. Nonetheless, firms should be cautious with trade-offs when using time-delay reward strategies.

The research contributes to establishing networks of customer–company and interpersonal relationships, as well as fostering closer social ties and social harmony.

This research offers not only initial research on CE in the promotion stage, but also a novel psychological perspective in CE literature. Meanwhile, the study provides substantial value in guiding managers to effectively transform customers into value co-creators.

The purpose of this paper is to fill a significant research gap in academic literature pertaining to open innovation (OI). To do so, this paper empirically tests the impact of organizational culture, employees’ knowledge, attitudes and rewards as antecedents and mediators of OI adoption in organizations, facilitating a more thorough understanding by using an empirical multi-level approach.

This paper analyzes the results of the “Identification of Industrial Needs for Open Innovation Education in Europe” survey through a quantitative analysis using logistic regression models. This survey includes 528 employees working in 28 different industrial sectors in 37 countries, most of which are in Europe.

The results suggest a positive impact of organizational characteristics on the adoption of OI (i.e. including the adoption of outside-in and inside-out OI activities in participating organizations), showing that the openness of an organization’s culture increases its likelihood of adopting an OI paradigm. More importantly, the results highlight the positive mediating effect of employees’ knowledge and rewards on this relationship.

The data set that was the basis of this paper was generated in European countries, the results of the analysis are limited and appropriate for this region and may vary when applied to other regions of the world.

The proposed multi-level approach offers new insight into organizational knowledge. It enables the improvement of OI and knowledge management practices in organizations by assisting practitioners and academics in recognizing the relationship between organizational culture; employees’ knowledge, attitudes and rewards; and the adoption of the OI paradigm.

This paper offers a possible explanation on why open-border cultures are more likely to have a successful OI adoption, by relating it to factors that advance in the presence of an open-border culture, such as active participation of OI relative departments in knowledge sourcing and knowledge exchange, and rewarding employees for OI activities.

This paper presents a new framework which links organizational culture to OI, moving on from merely examining culture in terms of its positive or negative impact on OI adoption. It contributes to research on the OI paradigm and knowledge management by highlighting the significance of antecedents and mediators from a multi-level perspective using multiple units of analysis. Most previous studies focus on a single unit of analysis.

Research on effort-reward “imbalance” (ERI) has gained popularity in the occupational health literature, and authors typically use effort-reward ratios (ERRs) to study this phenomenon. This article provides a methodological and theoretical critique of this literature and suggestions on how future research can better study joint effects of efforts and reward.

The authors conducted a simulation study, analyzed panel data and surveyed the literature on the theoretical and methodological basis of the “imbalance” concept.

The simulation study indicates that under many conditions the ERR captures main effects of effort and reward and that effects also depend on the scaling of the variables. The panel data showed that when main effects and the interactions of effort and reward are entered simultaneously in a regression predicting mental and physical health, the significant effect of the ERRs disappears. The literature review reveals that psychological theories include more elaborate theoretical ideas on joint effects of effort and reward.

The results suggest that moderated multiple regression analyses are better suited to detect a misfit between effort and reward than ERRs. The authors also suggest to use the term effort-reward fit in future research.

Methodologically and conceptually the authors showed that the ERR is not an appropriate approach because it confuses main effects with interaction effects. Furthermore, the concept of ERI is better substituted by a broader conceptualization of effort-reward fit that can be integrated with the existing literature on person-environment fit. Recommendations for future research are provided.

As teachers are considered “knowledge workers,” the present study explores teacher performance in schools. A particular emphasis is given to assessing the performance of female teachers in the rural part of South India.

After collecting data from 563 female teachers from four blocks in Nilgiris District (Ooty, Kotagiri, Coonoor and Gudalur) consisting of 37 government schools in the southern part of India, all the female teachers were surveyed, and the data were analyzed after checking the instrument's psychometric properties by performing confirmatory factor analysis. Hierarchical regression was employed to test the hypotheses.

The findings revealed that (1) empowerment, organizational communication and work–life balance (WLB) and recognition and rewards are positively and significantly related to teacher performance; (2) recognition and rewards moderate the relationship between (a) empowerment and performance, (b) organizational communication and performance, (c) WLB and performance, (d) organizational culture and performance and (e) quality of work-life (QWL) and performance.

As with any survey research, common method bias and social desirability bias may be potential limitations. However, proper care is taken to minimize these biases. The findings from this study contribute to the growing literature on education and training. In addition, the study highlights the importance of creating a climate for empowerment, recognition and rewards to foster teacher performance.

The study helps administrators and policymakers to understand the antecedents of teacher performance and take necessary steps to motivate the teachers for superior performance.

The conceptual model the authors developed and tested is, according to the authors' knowledge, the first of the model's kind. A clear understanding of the predictors of teacher performance may guide the administrators and teaches in fostering performance in schools. The exclusive focus on female teachers is considered in this study because of the several problems the female teachers encounter in rural areas. Despite the disadvantages, female teachers perform well and contribute to students and the country as a whole.

The purpose of this study is to investigate the moderating effect of contingent reward on the relationship between democratic leadership and organizational performance.

Explanatory and cross-sectional survey designs were used. A quantitative research approach was also adopted to collect the data from 476 employees in the telecommunication industry. Using statistics package for social science, the data was analyzed via descriptive statistics, correlation and hierarchical regression techniques.

The results reveal that both democratic leadership and contingent reward have a significant positive relationship with organizational performance. Furthermore, contingent reward significantly augments and moderates the relationship between democratic leadership and organizational performance. Thus, the combination of democratic leadership and contingent reward would more likely produce higher organizational performance.

This study has made a significant contribution to leadership and organizational literature by establishing the effectiveness of contingent reward as a moderator on the relationship between democratic leadership and organizational performance in a telecommunication industry.