A conceptual model: Frontline employee behavioral engagement in value co-creation

Purpose of the study: The main aim of this study is to propose the conceptual model for developing frontline employees’ behavioural engagement towards value co-creation.Methodology:This research has useda qualitative approach to explain how service firms’ attempt to create value for their frontline employees by facilitating interaction capabilities. Secondly,how facilitation of interaction capabilities help the service firm to engage the frontline employees to co-create the value with the customers, thus,to answer the research questions towardsthe development of a conceptual model through the lens of value co-creation, this studywas conducted(a) in-depth literature review and (b)input from 6 industrial and academic experts. Principal Findings: Through the theoretical support of the S-O-R Model and expectancy theory, the studyconcluded that frontline employees’behavioural engagement in value co-creation mainly depends on interaction capabilities and their motivation. Frontline employee's motives are derivedthrough their expectancies, which they perceive from the service interaction. The capabilities are mainlyfacilitated by the service firms, which, in turn, motivate the frontline employees towards their engagement in value co-creation.Applications of this study: The proposed model has practical implications in complex service settings like automotive, Oil and Gas sectors where frontline employees’ have regular service interaction with the customers.Novelty/Originalityof this study: The proposed model has been developed by taking the theoretical implications of the S-O-R model by focusing on frontline employees’behavioural engagement in value co-creation. However, previous literature on value co-creation has concentrated more on the customer's domain