Motivating the Client/Employee System as a Service Production Strategy

Influence of High-Performance Work System on Employee Service Performance and OCB: The Mediating Role of PsyCap

“…Following the above discussion, the present study not only confirms the empirical impact of HPWS on the service performance but also on employee discretionary efforts (OCB) in the service sector of Pakistan. Mills et al (1983) argued that direct customer contact also strengthened the motivation level of employees. Having desire to exchange the pleasant customer interaction (Erickson et al, 2006), satisfaction received from successful co-production (Van Dolen et al, 2004) and fear of negative interpersonal evaluations (Baumeister, 1982), all provoke service employees to demonstrate good customer service, whereas, manufacturing employees received less benefit from these sources of motivation or KSA development.…”

Exploring service innovation and value creation: The critical role of network relationships

“…Service innovation comprises the constructs that help organizations provide better services and add value to customers, including a new or considerably changed service delivering process, a well-developed information technology infrastructure and abundant concern and keen acuity for customers (Barras, 1986, 1990; Gallouj & Weinstein, 1997; Tidd & Hull, 2003). Because of the characteristics of service, such as interaction or co-production, there are differences between innovation in the service and in the manufacturing sectors (Mills & Morris, 1986; Gallouj & Weinstein, 1997; Kindström & Kowalkowski, 2014). Service innovation may affect firms’ interactions with their clients (Cohen, Cull, Lee, & Willen, 2000).…”

“…Further, customer participation also affects supplier–customer interaction. By embedding customer participation in service development or delivery processes, firms can interact directly with clients and respond more quickly and effectively (Mills & Morris, 1986).…”

“…The unique characteristics of services imply that the service performance should be based on the interaction and participation of customers in the production of services (Chase, 1978; Normann, 1984; Mills & Morris, 1986; Lovelock & Yip, 1996). Customers in service industries can be viewed as ‘partial’ employees (Mills, Chase, & Margulies, 1983; Kindström, Kowalkowski, & Alejandro, 2015) and their perceptions of service quality can be considered to be an attitude about a service interaction (Doucet, 2004).…”

“…Network relationships may enable firms to accelerate access to knowledge, support innovativeness, and competitive advantage creation (Mills & Morris, 1986). In the realm of service innovation, many studies recognize the importance of closer interaction, which is a key characteristic of service (Sirilli & Evangelista, 1998; Gadrey & Gallouj, 2002; Kang & Kang, 2014).…”