Continued value creation in crowdsourcing from creative process engagement

Piyathasanan, Bhuminan; Mathies, Christine; Patterson, Paul G.; Ruyter, Ko de

doi:10.1108/jsm-02-2017-0044

Cited by 38 publications

(45 citation statements)

References 84 publications

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“…When an employee has a high level of investment in the innovation process, it means that he will spend more time and effort to identify and solve problems than other less engaged colleagues, think about problems from multiple perspectives, are more likely to come up with new and useful ideas and ideas (Zhang & Bartol, 2010), and will be more creative (Jiang & Yang, 2015). Many studies have also proved that there is a positive relationship between employees' investment in innovation process and innovation behavior (Zhou & Pan, 2015;Zhang & Feng, 2016;Piyathasanan et al, 2018).…”

Section: Innovation Process Engagement As Mediatormentioning

confidence: 99%

The Relationship of Coaching Leadership and Innovation Behavior: Dual Mediation Model for Individuals and Teams across Levels

Zhang¹

2020

OJL

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In the face of the accelerated upgrading of the market and the increasingly fierce competition, innovation has become an important driving force for the survival and development of enterprises. As a new way of management and an important way to develop the ability of employees, coach leadership has its unique advantages in promoting employee innovation, and it has been paid more and more attention by scholars and practitioners. Based on the current situation of Chinese enterprise management, this study discusses the relationship between coaching leadership and employee innovation behavior, and explores the interactive mechanism from the team level and individual level. This study takes the on-the-job team leaders and their subordinates in enterprises in South China as the research object to explore and verify the effect of coaching leadership on employees' advice behavior and the intermediary mechanism of team mindfulness and employee innovation process input. The results show that: 1) coaching leadership has a significant positive impact on employee innovation behavior; 2) team mindfulness plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 3) employee innovation process engagement plays an intermediary role in the relationship between coaching leadership and employee innovation behavior; 4) team mindfulness has a significant positive impact on employees' innovation process engagement, and coaching leaders influence innovation behavior through the chain intermediary between team mindfulness and employees' innovation process engagement.

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Section: Innovation Process Engagement As Mediatormentioning

confidence: 99%

The Relationship of Coaching Leadership and Innovation Behavior: Dual Mediation Model for Individuals and Teams across Levels

Zhang¹

2020

OJL

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“…For example, Zhou (2012) adapted the Elaborate Likelihood Model to study users' initial trust in m-banking, while Luarn and Pin (2005), using TAM, find that perceived usefulness, ease of use, credibility, self-efficacy and financial cost influence behaviour towards m-banking. Similarly, other studies suggest that e-commerce provides social and economic values, which relates to behavioural intentions (Piyathasanan et al, 2015;Chang & Tseng, 2010). Evidence has been seen in the social media and digital banking usage in other countries (Dootson et al, 2016),…”

Section: Towards Better User Perceptionmentioning

confidence: 85%

“…Therefore, moving customers to e-channels is an important means of reducing operational costs. This is happening across e-commerce and internet related businesses (Piyathasanan, Mathies, Wetzels, Patterson & Ruyter, 2015), where many companies have grown quickly through marketing their products online rather than through traditional channels (e.g. advertising and word-of-mouth).…”

Section: Developing Digital Banking In the Ukmentioning

confidence: 99%

“…Subsequently, Piyathasanan et al (2015) argue that few guidelines exist on how to improve customers' internet experience, showing that further research is required. Sarokolaei et al's (2012) study on the barriers to e-banking argues that reliability, security and customer satisfaction affect uptake, while recent research shows that brand in Israeli (Levy & Hino, 2016) and service quality in Saudi Arabian (Amin, 2016) banks, affect customer satisfaction and loyalty.…”

Section: Digital Banking Uptake Among Banks and Customersmentioning

confidence: 99%

“…Supporting Literature Linking Customer Experience Scale to satisfaction and loyalty Klaus & Maklan (2013); Meyer & Schwager (2007); Gentile et al (2007); Garg et al (2014); Chahal & Dutta (2015); Piyathasanan et al (2015); Klaus (2013) Linking Customer satisfaction and loyalty to profitability (e.g. NPS) Reichheld et al (2000); Van Doorn et al (2013); Spiess et al (2014); Jang et al (2013) Linking service quality to satisfaction and loyalty (e.g.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Digital banking services, customer experience and financial performance in UK banks

Mbama¹

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Digital banking through telephone, internet and mobile is becoming important for banks' service marketing, especially with the increase in digital device usage and customer demand for financial services. The changing dynamics of banking means that banks' performance is no longer solely dependent on branch sales. Capturing and retaining customers are vital for banks, and digital banking is becoming the tool of choice; however research on how it affects customer experience and UK banks' performance is still limited. This thesis focusses on determining the impact of digital banking services on customer experience and financial performance.The research in the thesis uses a mixed methods approach, utilising bank financial reports, interviews and questionnaires to achieve important results and contribute to knowledge in practice, and in related services, marketing and e-commerce theories. The research adopted Regression, Structural Equation Modelling and Chi-Square analyses in quantitative research, while using Content Analysis in qualitative research. The research takes a broad approach in the investigation of digital banking, customer experience and bank financial performance. It has used qualitative and quantitative analysis techniques to produce, test and triangulate results to increase robustness.The research demonstrates how digital banking enhances banks' profitability. It found that attributes such as perceived value, convenience, functional quality, service quality and digital banking innovation are important in improving customer experience, satisfaction and loyalty, and banks' financial performance. The insights from the three research perspectives have been integrated to develop a new Digital Banking Services, Customer Experience and Financial Performance Enhancement Framework (DiBCEFPEF). The results from the thesis have the potential to assist banks in the provision of services, and improve customer experience and financial performance, such as profitable growth and economic value-adds, through digital banking.iii I would like to show appreciation to others who have been instrumental in the success of this research: the MERI administrators for their prompt response to information requests and helping distribute my questionnaires to Sheffield Hallam University students and tutors. I wish to thank my work colleagues, social media contacts, and the University students and tutors, who helped to fill in the research questionnaire. Without their cooperation and support the important findings in the study would not have been possible. My special thanks go to the case bank for supporting and allowing me to use their resource, and its senior managers, who have helped in the interview data gathering. They have shown great support, and without them the evaluation of this research would not have happened. I also want to acknowledge other banks whose information was used, which made it possible to generate a lot of new knowledge.My thanks go to Professor and Mrs A.U Awuzie, Dr B. Ofoegbu and Mr F.N.D. Ofoegbu, who hav...

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Does green transformational leadership lead to green innovation? The role of green thinking and creative process engagement

et al. 2021

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This study aims to provide an understanding of the role of green transformational leadership (GTL) and green innovation practices in organizations through cognitive processes: green thinking and creative process engagement (CPE). Using a survey questionnaire, we collected data from 342 respondents from high-tech industries located in China. The data were examined through structural equation modeling (variance-based) to analyze the hypotheses. The findings of the study show that GTL has a substantial effect on green thinking, CPE, and green innovation. The findings further reveal that green thinking and CPE mediate the relationship between GTL and green innovation. Green thinking and creative processes have become instrumental tools in fostering green innovation. Thus, this investigation provides novel insights into how to promote GTL and cognitive processes in organizations to solicit green innovation.

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Continued value creation in crowdsourcing from creative process engagement

Abstract: This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link:

Cited by 38 publications

References 84 publications

The Relationship of Coaching Leadership and Innovation Behavior: Dual Mediation Model for Individuals and Teams across Levels

The Relationship of Coaching Leadership and Innovation Behavior: Dual Mediation Model for Individuals and Teams across Levels

Digital banking services, customer experience and financial performance in UK banks

Does green transformational leadership lead to green innovation? The role of green thinking and creative process engagement

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