Title of Paper

Employee and Customer Motivation in Co-Creation and Co-Destruction of Value

Author Bios (50 Words)

Lenna V. Shulga, Ph.D. is an Assistant Professor at the University of Hawaii at Manoa, Travel Industry Management School. Her research interests include organizational behavior, employee engagement, marketing, and consumer behavior in the service industry.

James A. Busser, Ph.D. is a Professor and Director, Doctoral Program at the William F. Harrah College of Hospitality at the University of Nevada, Las Vegas. His research interests include hospitality/tourism marketing, service delivery/management, and human resource management.

Abstract (150 Words)

This paper examines employee and customer self-determination to co-creation or co-destruct value in a destination resort context. Online respondents (N=240) were equally assigned to perform either front-line employee or customer roles in value co-creation interaction scenarios. PLS-SEM analysis revealed that extrinsic motivation either had no significant impact on co-created value appraisal for customers, marginal positive effect for employees and negative effect on perceived value justification for customers, leading to co-destruction of value. Intrinsic and identified extrinsic motivation positively affected both co-created value and perceived value appraisals. Value justification mediated self-determination motivation and personal outcomes operationalized as wellbeing; collaborative – satisfaction with the provider, and organizational outcomes, operationalized as service advantage. Grounded in service-dominant logic, findings support the intrinsic and operant nature of value co-creation and extend self-determination theory.

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Employee and Customer Motivation in Co-Creation and Co-Destruction of Value

This paper examines employee and customer self-determination to co-creation or co-destruct value in a destination resort context. Online respondents (N=240) were equally assigned to perform either front-line employee or customer roles in value co-creation interaction scenarios. PLS-SEM analysis revealed that extrinsic motivation either had no significant impact on co-created value appraisal for customers, marginal positive effect for employees and negative effect on perceived value justification for customers, leading to co-destruction of value. Intrinsic and identified extrinsic motivation positively affected both co-created value and perceived value appraisals. Value justification mediated self-determination motivation and personal outcomes operationalized as wellbeing; collaborative – satisfaction with the provider, and organizational outcomes, operationalized as service advantage. Grounded in service-dominant logic, findings support the intrinsic and operant nature of value co-creation and extend self-determination theory.