Value Co-Creation Propositions: A Self-Determination Theory of Customer Acceptance, Trust and Wellbeing

With the emergence of shared business models, hospitality and tourism consumers are faced with the decision to accept value propositions from various service providers, including traditional, collaborative and shared. Grounded in service-dominant logic, theory of acceptance, theory of value, self-determination theory and generational theory, this dissertation examines why consumers accept value propositions from service providers and what drives customers to collaborate with front-line employees. The research uses three studies that utilized a destination resort context with a mixed factorial equal cells experimental design. Study 1 utilized a 3 (generations) x 3 (business models) x 4 (value propositions) factorial between-within subjects design. Study 2 manipulated independent self-determination factors and used 3 (generations) x 2 (customers vs. employees) x 2 (strong or weak SDT factor) x 4 (value propositions). Study 3 extended study 2 by examining the additive effects of self-determination factors. The new conceptual framework of propositions-acceptance-collaboration was tested. This study is the first to simultaneously examine different value proposition results in three different business models and explore the differences between customers and employees in perceptions of collaboration. Mediation effects of co-created value and levels of acceptances on personal, organizational and collaborative results were tested and established. Strong self-determination factors positively influenced co-created value appraisal and outcomes of collaboration. Additive self-determination factors had a positive impact on outcomes when compared with independent factors

COVID-19 Human Resource Retrenchment Strategies and the Role of Transformational Leadership

This study examined the roles of transformational leadership and human resource management cost retrenchment strategies on employee outcomes under COVID-19 related conditions. The effects were examined in comparison between the tourism industry and other industries of a US travel destination considerably suppressed by COVID-19 global health pandemic. The respondents (n=161), members of two professional organizations, participated in the online survey. The results of partial least-squares structural-equation modeling (PLS-SEM) revealed that transformational leadership positively affects cost retrenchment, employee job satisfaction, and other-focused ethical organizational climate; transformational leadership negatively affects self-focused ethical organizational climate. Self-focused ethical climate negatively influences employee job satisfaction and trust in the employer; other-focused ethical climate positively influences employee trust. The results of multi-group analysis (PLS-MGA) showed that other-focused ethical climate significantly higher affects trust in the employer for tourism organizations. The results of the study bring forward the significant role of transformational leadership during crisis management

Impact of COVID Human Resource Retrenchment on Commitment to Talent

The purpose of this study is to examine the role of cost and asset human resource retrenchment strategies, enacted as a result of the COVID-19 related crisis, on employee perceptions of organizational commitment to talent. The study investigates how HR retrenchment affects commitment to talent, followed by impacts on employee psychological contract fulfillment and commitment to organization. The differences between perceptions of hospitality and non-hospitality employees are examined based on organizations located within a travel destination, considerably impacted by the COVID-19 global pandemic travel restrictions. PLS-SEM and PLS-MGA were used to analyze the data. The study results revealed partial negative impact of HR cost retrenchment in benefits reduction on employee perceptions of organizational commitment, and positive impact of HR asset retrenchment when companies implemented voluntary sabbaticals and virtual work. Results also indicate significant differences in employee perceptions of HR retrenchment strategies among hospitality and non-hospitality employees. Study implications are discussed

Employee and Customer Motivation in Co-Creation and Co-Destruction of Value

This paper examines employee and customer self-determination to co-creation or co-destruct value in a destination resort context. Online respondents (N=240) were equally assigned to perform either front-line employee or customer roles in value co-creation interaction scenarios. PLS-SEM analysis revealed that extrinsic motivation either had no significant impact on co-created value appraisal for customers, marginal positive effect for employees and negative effect on perceived value justification for customers, leading to co-destruction of value. Intrinsic and identified extrinsic motivation positively affected both co-created value and perceived value appraisals. Value justification mediated self-determination motivation and personal outcomes operationalized as wellbeing; collaborative – satisfaction with the provider, and organizational outcomes, operationalized as service advantage. Grounded in service-dominant logic, findings support the intrinsic and operant nature of value co-creation and extend self-determination theory