The roles of employee-employee collaboration and employee-customer collaboration in fitness service innovation: a comparison of frontline and non-frontline employees
- Authors
- Wang, FJ[Wang, Fong-Jia]; Chiu, W[Chiu, Weisheng]; Tseng, KF[Tseng, Kuo-Feng]; Cho,H[Cho, Heetae]
- Issue Date
- 6-Jun-2023
- Publisher
- EMERALD GROUP PUBLISHING LTD
- Keywords
- Service-dominant logic; Creative self-efficacy; Employee-employee collaboration; Employee-customer collaboration; Fitness service; Service innovation
- Citation
- INTERNATIONAL JOURNAL OF SPORTS MARKETING & SPONSORSHIP, v.24, no.4, pp.793 - 813
- Indexed
- SSCI
SCOPUS
- Journal Title
- INTERNATIONAL JOURNAL OF SPORTS MARKETING & SPONSORSHIP
- Volume
- 24
- Number
- 4
- Start Page
- 793
- End Page
- 813
- URI
- https://scholarworks.bwise.kr/skku/handle/2021.sw.skku/106389
- DOI
- 10.1108/IJSMS-12-2022-0206
- ISSN
- 1464-6668
- Abstract
- PurposeIn this study the authors examined the impact of employees' collaborative behaviours with colleagues and customers (i.e. employee-employee collaboration and employee-customer collaboration) on their creative self-efficacy and service innovation from the perspective of service-dominant logic. The authors also examined the differences between frontline and non-frontline fitness service employees in our research model. This study aims to discuss the aforementioned objectives.Design/methodology/approachParticipants were fitness-centre employees in Taiwan recruited via convenience sampling. A total of 410 participants completed our online survey, and the authors analysed the data using partial least squares structural equation modelling (PLS-SEM).FindingsThe authors found that collaboration with both colleagues and customers had a positive impact on employees' creative self-efficacy. Collaboration with colleagues directly affected service innovation, while collaboration with customers indirectly affected service innovation via creative self-efficacy. In addition, there was a significant difference between frontline and non-frontline employees in our research model. Specifically, the path from collaboration with customers to creative self-efficacy was stronger for frontline employees, and the path from creative self-efficacy to service innovation was stronger for non-frontline employees.Originality/valueThis study improves the understanding of the way in which different collaborative behaviours promote employees' creative self-efficacy and service innovation. Further, it is the first to identify the difference between frontline and non-frontline employees and it shows how the effects of collaborative behaviours differ between them in the context of fitness services.
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Collections - Sport Science > Department of Sport Science > 1. Journal Articles
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