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A CONCEPTUAL MODEL: FRONTLINE EMPLOYEES BEHAVIORAL ENGAGEMENT IN VALUE CO-CREATION
Corresponding Author(s) : Muhammad Amin
Humanities & Social Sciences Reviews,
Vol. 8 No. 2 (2020): March
Abstract
Purpose of the study: The main aim of this study is to propose the conceptual model for developing frontline employees’ behavioural engagement towards value co-creation.
Methodology:This research has useda qualitative approach to explain how service firms’ attempt to create value for their frontline employees by facilitating interaction capabilities. Secondly,how facilitation of interaction capabilities help the service firm to engage the frontline employees to co-create the value with the customers, thus,to answer the research questions towardsthe development of a conceptual model through the lens of value co-creation, this studywas conducted(a) in-depth literature review and (b)input from 6 industrial and academic experts.
Principal Findings: Through the theoretical support of the S-O-R Model and expectancy theory, the studyconcluded that frontline employees’behavioural engagement in value co-creation mainly depends on interaction capabilities and their motivation. Frontline employee's motives are derivedthrough their expectancies, which they perceive from the service interaction. The capabilities are mainlyfacilitated by the service firms, which, in turn, motivate the frontline employees towards their engagement in value co-creation.
Applications of this study: The proposed model has practical implications in complex service settings like automotive, Oil and Gas sectors where frontline employees’ have regular service interaction with the customers.
Novelty/Originalityof this study: The proposed model has been developed by taking the theoretical implications of the S-O-R model by focusing on frontline employees’behavioural engagement in value co-creation. However, previous literature on value co-creation has concentrated more on the customer's domain.
Keywords
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- Altaf, M., & Shahzad, A. (2018). “That’s my job†Exploring the effect of brand empowerment towards employee brand equity: The mediating role of employee critical psychological states. Revista Brasileira de Gestão de Negócios, 20(4), 599-618. https://doi.org/10.7819/rbgn.v0i0.3952 DOI: https://doi.org/10.7819/rbgn.v0i0.3952
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- Day, G. S., & Moorman, C. (2010). Strategy from the outside in: Profiting from customer value: McGraw Hill Professional.
- Donovan, R. J., Rossiter, J. R., Marcoolyn, G., & Nesdale, A. (1994). Store atmosphere and purchasing behavior. Journal of Retailing, 70(3), 283-294. https://doi.org/10.1016/0022-4359(94)90037-X DOI: https://doi.org/10.1016/0022-4359(94)90037-X
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References
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Anh, P. N. T., & Thuy, P. N. (2017). The effects of interaction behaviors of service frontliners on customer participation in the value co-creation: a study of health care service. Service Business, 11(2), 253-277. https://doi.org/10.1007/s11628-016-0307-4 DOI: https://doi.org/10.1007/s11628-016-0307-4
Amin, M. (2019). Frontline employees motivation towards value co-creation (Ph.D. in management). Universiti Teknologi PETRONAS, Malaysia.
Ashman, R., & Vazquez, D. (2012). Simulating attachment to pure-play fashion retailers. International Journal of Retail & Distribution Management, 40(12), 975-996. https://doi.org/10.1108/09590551211274955 DOI: https://doi.org/10.1108/09590551211274955
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Bidar, R., Watson, J., & Barros, A. P. (2016). Literature review to determine environmental and cognitive factors underlying user value cocreation behaviour.
Bitner, M. J. (1992). Servicescapes: The impact of physical surroundings on customers and employees. the Journal of Marketing, 57-71. https://doi.org/10.1177/002224299205600205 DOI: https://doi.org/10.1177/002224299205600205
Bogosian, A., Morgan, M., Bishop, F. L., Day, F., & Moss-Morris, R. (2017). Adjustment modes in the trajectory of progressive multiple sclerosis: a qualitative study and conceptual model. Psychology & health, 32(3), 343-360. https://doi.org/10.1080/08870446.2016.1268691 DOI: https://doi.org/10.1080/08870446.2016.1268691
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Hsieh, J.-K. (2016). The Effect of Frontline Employee Co-creation on Service Innovation: Comparison of Manufacturing and Service Industries. Procedia-Social and Behavioral Sciences, 224, 292-300. https://doi.org/10.1016/j.sbspro.2016.05.488 DOI: https://doi.org/10.1016/j.sbspro.2016.05.488
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Kawaf, F., & Tagg, S. (2012). Online shopping environments in fashion shopping: An SOR based review. The Marketing Review, 12(2), 161-180. https://doi.org/10.1362/146934712X13366562572476 DOI: https://doi.org/10.1362/146934712X13366562572476
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Lindhult, E., Chirumalla, K., Oghazi, P., & Parida, V. (2018). Value logics for service innovation: practice-driven implications for service-dominant logic. Service Business, 1-25. https://doi.org/10.1007/s11628-018-0361-1 DOI: https://doi.org/10.1007/s11628-018-0361-1
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Neghina, C., Bloemer, J., van Birgelen, M., & Caniëls, M. C. (2017). Consumer motives and willingness to co-create in professional and generic services. Journal of Service Management, 28(1), 157-181. https://doi.org/10.1108/JOSM-12-2015-0404 DOI: https://doi.org/10.1108/JOSM-12-2015-0404
Neghina, C., Caniëls, M. C., Bloemer, J. M., & van Birgelen, M. J. (2015). Value cocreation in service interactions: Dimensions and antecedents. Marketing Theory, 15(2), 221-242. https://doi.org/10.1177/1470593114552580 DOI: https://doi.org/10.1177/1470593114552580
Nenonen, S., Storbacka, K., & Windahl, C. (2019). Capabilities for market-shaping: triggering and facilitating increased value creation. Journal of the Academy of Marketing Science, 1-23. https://doi.org/10.1007/s11747-019-00643-z DOI: https://doi.org/10.1007/s11747-019-00643-z
Organ, P., & Podsakoff, P. MacKenzie.(2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Sage, Thousand Oaks, 16, 43-44.
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Putit, L., Md Yusof, J., & Suki, A. A. (2017). Does Store Environment Influence People with Disability's (PWD) In-Store Experience and Approach Behaviour? An Empirical Analysis. Pertanika Journal of Social Sciences & Humanities.
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