Value co-creation and employee service behaviours: The moderating role of trust in employee - hotel relationship |
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| Institution: | 1. School of Management and Economics, University of Electronic Science and Technology of China, Chengdu 611731, China;2. Centre for West African Studies, University of Electronic Science and Technology of China, Chengdu 611731, China;3. Department of Psychology, Zhejiang Normal University, China No. 688 Yingbin Avenue, Jinhua, Zhejiang Province, 321004 China;4. School of Business, Management and Economics, University of Kigali, Rwanda;5. Department of Marketing and Entrepreneurship, University of Ghana Business School, Ghana;6. Business School, University of the Free State, South Africa;7. Finance Directorate, Koforidua Technical University, Koforidua, Ghana;1. Carthage Business School, University of Tunis Carthage, Tunis, Tunisia;2. Marketing Department, College of Business Administration, King Saud University, Riyadh, 12372 , Saudi Arabia;3. ISEG – Lisbon School of Economics and Management, Universidade de Lisboa, Rua do Quelhas 6, 1200-781, Lisbon, Portugal;4. Birmingham Business School, Birmingham University, Edgbaston Park Road, Birmingham, B15 2TY, United Kingdom;5. University of Sheffield Management School, Western Bank, Sheffield, S10 2TN, United Kingdom;6. Carroll School of Management, Boston College, Chestnut Hill, MA, 02467, USA;1. School of Management and Economics & Center for West African Studies, University of Electronic Science and Technology of China, No.2006, Xiyuan Ave, West Hi-Tech Zone Chengdu, Sichuan, 611731, China;2. Department of Accountancy, Koforidua Technical University, Koforidua, Ghana;3. Faculty of Accounting and Finance, University of Professional Studies, Accra, Ghana;4. Department of Economics Education, University of Education, Winneba, Ghana;1. P G Department of Commerce, University of Jammu, Jammu, 180006, Jammu & Kashmir, India;2. P G Department of Commerce University of Jammu, Jammu, 180006, Jammu and Kashmir, India;3. Operations Management, College of Business, University of Louisville, Louisville, KY, 40292, USA;4. Operations Management, Department of Logistics and Maritime Studies, The Hong Kong Polytechnic University, Hung Hom, Hong Kong;1. Department of Marketing and Information Systems, School of Business Administration, American University of Sharjah, PO Box 2666, Sharjah, UAE;2. School of Hospitality Business Management, Carson College of Business, Washington State University Tri-Cities, Richland, WA, USA;3. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, 17 Science Museum Road, TST East, Kowloon, Hong Kong;4. Rosen College of Hospitality Management, University of Central Florida, Orlando, FL, USA;5. Tourism School of Hainan University, Haikou, Hainan, PR China |
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| Abstract: | Value co-creation (VC) is generally considered as having mutually beneficial implications for all actors involved. Nonetheless, emerging evidence on value co-destruction and its consequences on the wellbeing of co-creating actors implies that narrowing down on specific fallouts of this process is needed for managerial interventions. This paper contributes to the value-co-creation literature by exploring the relationship between customer participation in VC on some difficult to detect employee service behaviors: workaholism and fear-based silence. The extent to which employee trust (TRS) in employee – hotel relationship moderates these relations is assessed. While the findings from 422 frontline employee-customer data within luxury hotels in Ghana support a negative effect of VC on fear-based silence and workaholism, TRS buffered these effects. We recommend that VC in service failure and recovery be approached with tact, compassion, and forgiveness. |
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| Keywords: | Fear-based silence Workaholism Trust Job demands-resources theory Customer participation in value co - creation |
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