Purpose

This paper aims to explore the drivers of employee motivation to facilitate value co-creation. Specifically, it enhances the understanding of social and contextual elements that contribute towards the co-creation of value.

Design/methodology/approach

Embracing an interpretive paradigm, the study draws on 57 in-depth interviews together with participant observation field notes. The data were analysed using thematic analysis.

Findings

The findings identify six key drivers that motivate employees to facilitate value co-creation: rewards and recognition, opportunities for life-long learning, interpersonal engagement, role responsibility and accountability, organisational vision and social purpose.

Research limitations/implications

This study is undertaken within a traditional organisation setting. Other organisational contexts such as working from home should also be considered. Second, this study focused on the individual relational orientations of employees. Also, there is an opportunity to explore the collective orientation of employees.

Originality/value

Drawing on service-dominant logic (S-D logic) as a theoretical lens, this study adopts and adapts Lindenberg and Steg’s (2013) goal-framing theory to conceptualise six drivers of employee motivation to facilitate value co-creation within three-goal frames that leads to in-role and extra-role job performance.

中文翻译：

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探索员工激励促进价值共创的驱动因素

目的

本文旨在探讨员工激励的驱动因素，以促进价值共创。具体来说，它增强了对有助于共同创造价值的社会和背景因素的理解。

设计/方法/方法

该研究采用解释范式，利用 57 次深度访谈以及参与者观察现场笔记。数据采用专题分析法进行分析。

发现

调查结果确定了激励员工促进价值共创的六个关键驱动因素：奖励和认可、终身学习的机会、人际交往、角色责任和问责制、组织愿景和社会目标。

研究限制/影响

这项研究是在传统的组织环境中进行的。还应考虑其他组织环境，例如在家工作。其次，本研究侧重于员工的个人关系取向。此外，还有机会探索员工的集体取向。

原创性/价值

本研究以服务主导逻辑（SD 逻辑）为理论视角，采用并改编 Lindenberg 和 Steg (2013) 的目标框架理论，将员工动机的六个驱动因素概念化，以促进在三个目标框架内的价值共创。角色内和角色外的工作表现。