Abstract
In recent years, scholars have begun to dedicate their attention to destructive relationships as a critical component of organizational life. Prior research has approached it from various points of view, such as trust and partnering, project management, and relational coordination. The purpose of this research is to explore organizational level antecedents of value co-destruction in Lisbon, Portugal within the hospitality sector. The research was quantitative in nature, adopting the survey method. To measure the proposed hypotheses, a unique conceptual model was developed with leadership support, supportive organizational climate, value co-destruction, and commitment to value co-creation as constructs. Data was collected from the hospitality sector of Lisbon, Portugal where 600 responses were obtained for analysis. All participants were employees from the hospitality sector. Key findings revealed that leadership support was dominant in comparison to the other constructs based on how high it loaded as a factor. In addition, a high perception of a supportive organizational climate among service employees will result in a low occurrence of value co-destruction in their organization. Further research direction on the subject is proposed.
Highlights
Most service organizations the hospitality sector understands the value creation capabilities of their guests and seeks to involve them in the value creation processes in order to achieve optimal performance
The conceptual model of this study proposes that, leadership support, supportive organizational climate and value co-destruction are the predictor variables on commitment value co-creation which is the outcome variable. based on a synthesis of the converging literature related to the research variables, a conceptual model was proposed to guide the empirical study as shown in figure 1
The research contributed to understanding leadership support, supportive organizational climate, commitment value co-creation and value co-destruction within the hospitality sector
Summary
Most service organizations the hospitality sector understands the value creation capabilities of their guests and seeks to involve them in the value creation processes in order to achieve optimal performance. While value co-creation is a goal and perhaps the intended objective of many hospitality settings, interaction between frontline employees and their customers during service encounters may trigger misbehaviour incident which mostly results in co-destruction of value (Kashif & Zarkada, 2015). Company must effectively manage the interactions between their employees and customers to deliver cutting-edge values that beat competition. It will not be out of place to infer that as customers are integral to the co-creation of value process, they can be key part of the journey to co-destruction of value (Echeverri, Salomonson & Åberg, 2012)
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Research in Business and Social Science (2147- 4478)
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
