Abstract
Value co-creation has received considerable attention in marketing theory over the past decade. Scholars argue that value co-creation is a multi-actor phenomenon. Multiple individuals in their varied roles contribute towards the process of benefiting one another. In particular, employees receive little attention regarding their contribution towards value co-creation process. To fill this gap, broadly, this thesis explores the role of employees in value co-creation.
Viewing through the lens of service-dominant logic (S-D logic), individuals apply their competence to benefit one another based on their motivation. In the S-D logic literature, the importance of competence and motivation is well established. However, competence and motivation as constructs lack conceptual depth and empirical rigour. To fill this gap, this thesis explores the role of an actor’s competence and motivation in value co-creation. The study adopts an interpretive paradigm, qualitative research approach, and phenomenological research design. The data collection took place in a large tile manufacturing firm. In-depth observations and document reviews took place for 12 weeks, and interviews were conducted with 57 employees. The data was then explicated and transformed through interpretation.
Research question 1 addresses the role of an actor’s competence in value co-creation through employee’s (behavioural) competence characteristics. To answer research question 1, the study adopts a relationality framework. The findings exhibit two broad behaviour based conceptualizations of competence: 1) extra-role behaviour demonstrated through organizational citizenship behaviour, and 2) in-role behaviour demonstrated through an understanding of work and engagement behaviour. Research question 2 addresses the role of an actor’s motivation in value co-creation. It describes and explains how actors (in their role as employees) are motivated to initiate value co-creation. The findings identify two types of (value co-creation) motivations: self-motivation and relational motivation with a common driver to benefit the collective entity. It provides deeper insights into the discussion on voluntary and non-voluntary approaches for value co-creation. Research question 3 further addresses the role of an actor’s motivation in value co-creation. It explores the key drivers of an actor’s motivation that facilitate value co-creation. The findings exhibit key characteristics of drivers of actor’s motivation: organizational (such as purpose, openness, and growth) and relational processes (such as connectedness, reliability, support, and mutual interdependence) facilitate value co-creation. The discussions conclude drivers of actor’s motivation: direct(relational processes), and indirect (organizational processes) interconnected operant resources which facilitate value co-creation.
The empirical insights provide a holistic view of the role of employees in value co-creation. Competent employee characteristics are in-role and extra-role behaviours. Value co-creation initiates through actor’s action both voluntary and involuntary approaches with the primary drive of individual’s action are to benefit the collective entity. And value co-creation is facilitated by both direct (relational) and indirect (organizational) interconnected operant resource integrations. It is concluded that one actor’s competence behaviours, motivations, and interconnected operant resources influence other stakeholder value processes and outcomes. The thesis concludes that the manifestation of value co-creation is not only a multi-actor but also a potentially multi-beneficiary phenomenon. This conclusion expands the scope of value co-creation and contributes to knowledge in service marketing literature.