Abstract
PurposeThis study aims to explore how not-for-profit organisations (NFPs) adopt service innovation and improve their employee resilience capabilities as a response to environmental changes arising from marketisation of public services.Design/methodology/approachUsing a multiple case-study research design, this study involved 32 interviews with frontline employees working in a not-for-profit care-providing organisation.FindingsThis study finds that the development of absorptive capacity can facilitate service innovation adoption in NFPs and improve employee resilience in times of transition.Originality/valueThis study offers theoretical insights on service innovation, absorptive capacity and employee resilience in NFPs. It makes practical recommendations that will enable NFPs to help frontline employees better adopt service innovation practices in business models endorsed by the private sector.
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