Blockchain in Service Management and Service Research – Developing a Research Agenda and Managerial Implications

As blockchain technology is maturing to be confidently used in practice, its applications are becoming evident and, correspondingly, more blockchain research is being published, also extending to more domains than before. To date, scientific research in the field has predominantly focused on subject areas such as finance, computer science, and engineering, while the area of service management has largely neglected this topic. Therefore, we invited a group of renowned scholars from different academic fields to share their views on emerging topics regarding blockchain in service management and service research. Their individual commentaries and conceptual contributions refer to different theoretical and domain perspectives, including managerial implications for service companies as well as forward-looking suggestions for further research.Information and Communication TechnologyEconomics of Technology and Innovatio

Corporate Social Responsibility in the Public Service Sector: Towards a Sustainability Balanced Scorecard for Local Public Enterprises

This article attempts to address the lack of knowledge pertaining to challenges faced by local public enterprises in the field of corporate social responsibility (CSR). On the basis of expert interviews, group discussions and an online survey in five countries of the European Union, this study examines the specific market conditions of local public companies and explores the extent to which they must develop unique methods to assess and integrate CSR. The results include a framework developed for the use of those local public companies that wish to adopt a more strategic and holistic approach to CSR. This framework applies balanced scorecard principles to CSR and includes industry-specific key performance indicators

A Service of zbw Leibniz-Informationszentrum Wirtschaft Leibniz Information Centre for Economics Employer branding: Sustainable HRM as a competitive advantage in the market for high-quality employees Management Revue Provided in Cooperation with: Employer

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Project leaders' control resources and role overload as predictors of project success: developing the job demands–resources model

Drawing on the job demands-resources model (JD-R model), this article introduces information control and team control as project leader-specific job resources, as well as role overload as a demand, and then examines their influences on project experience appraisals and project success. With a sample of 185 project leaders, this study reveals that all three factors drive project success and project leader well-being. The moderating effects of role overload on the relationships between team control and negative experience and between team control and goal attainment are particularly remarkable; goal attainment is highest with high team control and high role overload. Similarly, the most positive experiences occur with high team control and high role overload. This further development of the JD-R model, thus, identifies information and team control as resources specific to project leaders and role overload as a predominant challenge stressor, with an ambivalent nature

Service Locus of Control and Customer Coproduction: The Role of Prior Service Experience and Organizational Socialization

Customer coproduction is highly relevant for service firms and has attracted significant academic attention. Whereas prior research has addressed several drivers of customer coproduction behavior, such as motivation, ability, or knowledge, it has hardly addressed the role of customer control beliefs or their drivers. This research proposes that specific beliefs about the service locus of control (SLOC) influence coproduction behaviors and that SLOC beliefs themselves depend on customers’ prior comparable reinforcement experiences and the socialization activities of the service provider. The test of the proposed model includes 2,679 customers of a service firm that provides health-related strength training, a context that relies heavily on coproduction. The results show that SLOC beliefs, especially customers’ internal SLOC, drive coproduction. Service providers can influence internal SLOC with organizational socialization activities, particularly when the customer possesses prior experience with the service provider. Prior comparable reinforcement experiences are less relevant drivers though, which emphasizes the importance of proactive, repeated socialization activities by service providers

A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships

Despite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor‐initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive model of the SIT decision process, grounded on conservation of resources (COR) theory, that delineates the resource evaluation, conservation and investment deliberations of employees. We take a relational perspective and particularly focus on the leader–member relationship as an important antecedent of SIT and thereby respond to the call for more critical investigations of leader–member exchange (LMX) and corresponding HRM implications. Our three studies (survey, scenario experiment, and dyadic interview study) demonstrate that LMX positively affects SIT intentions (SITI) and that supervisor commitment represents an important mediating mechanism of the LMX–SITI relationship. Our interview study with 46 leader–member dyads identifies relational factors that promote or hinder SIT beyond the leader–member relationship. We discuss the theoretical contributions and practical implications for HRM

Employer Branding: Sustainable HRM as a Competitive Advantage in the Market for High-Quality Employees

This conceptual article examines how Sustainable Human Resource Management (Sustainable HRM) can help establishing an attractive employer brand that can address the different needs and expectations of potential and existing employees, without compromising a consistent employer image, which can result in a sustained competitive advantage. Sustainable HRM should help firms attract and retain high-quality employees, because by integrating Sustainable HRM practices into the employee value proposition, they establish a unique, attractive employer brand. An extended employee life cycle concept depicts how the employer brand promise can be delivered to address the different needs and expectations of potential and existing employees

The Digital Transformation Leadership Framework: Conceptual and Empirical Insights into Leadership Roles in Technology‐Driven Business Environments

The powerful and disruptive changes associated with digital transformation make leadership more complex than before, which results in new and demanding challenges for companies and leaders alike. Thus, building on the competing values framework (CVF), which postulates that leaders must adopt multiple roles and behaviors, the current research aims to identify leadership roles appropriate in digital transformation and subsequently investigate whether the existing CVF roles are still relevant. A qualitative study was conducted to identify appropriate leadership behaviors in digital transformation. Additionally, a measurement scale for the identified leadership roles was developed and tested. Furthermore, multidimensional scaling (MDS) was used to test the degree‐of‐fit between the identified leadership roles in digital transformation and the four CVF quadrants. The results reveal that new leadership roles emerge in the context of digital transformation. Some original CVF roles are still relevant, but others should be modified. Overall, the findings indicate that leaders need a broad behavioral complexity to master the emerging leadership challenges in digital transformation