[We’re pleased to welcome author Wisanupong Potipiroon of Prince of Songkla University. Potipiroon recently published a paper in Public Personnel Management entitled, “Does Public Service Motivation Always Lead to Organizational Commitment? Examining the Moderating Roles of Intrinsic Motivation and Ethical Leadership,” which is free to read for a limited time. Below, Potipiroon reflects on the motivation for pursuing this research:]
It is widely accepted that individuals with high public service motivation (PSM) are more likely to join, feel emotionally attached to and remain in public service organizations. Although we concur with this prevailing notion, our observations and anecdotes from street-level bureaucrats indicate that this is not always the case. Although it is true that public organizations can provide considerable opportunities to employees to do good for others and to be useful to society, we know from experience that service-minded employees often end up working in jobs that do not allow them to put their motivation to use effectively. Indeed, not all jobs are created equal: Some can be less interesting or challenging than others. This may form part of the reasons why many talented workers may decide to leave public service in the first place.
Well, this is precisely what we found in our data which were drawn from a large public organization in Thailand. We found that the relationship between PSM and organizational commitment was dependent upon intrinsic motivation—the extent to which one finds enjoyment in the work even without rewards. When task enjoyment was high, we found that the effect of PSM on organizational commitment was positive. When task enjoyment was lacking, however, the effect of PSM became significantly negative. This indicates that low levels of intrinsic motivation could undermine the achievement of the opportunities inherent in meaningful public services.
Interestingly, we also learned that highly motivated individuals put a great deal of importance on the extent to which their leaders are ethical. In particular, the highest level of organizational commitment was observed when there were high levels of motivation and ethical leadership simultaneously. This suggests that ethical leaders play an instrumental role in fulfilling employees’ needs to act on their motivation. In the public sector, ethical leaders are those who place great emphasis on making an outward, societal impact and showing concern for the common good while also providing a supportive work context that allow employees’ motivation to flourish.
Our study findings underscore the fact that PSM may not offer infinite benefits in every type of settings because PSM effects will likely depend on the whole range of contextual factors including job characteristics and leadership styles. Indeed, public managers should be aware that highly motivated workers could develop a particularly unfavorable view of their organizations if their prosocial needs go unmet.
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[We’re pleased to welcome author Holger Roschk of the Alpen-Adria-Universität Klagenfurt, Klagenfurt, Austria. Roschk recently published an article in the Journal of Service Research entitled “Compensation Revisited: A Social Resource Theory Perspective on Offering a Monetary Resource after a Service Failure,” which is currently free to read for a limited time. Below, Roschk reflects on the inspiration for conducting this research:]
One of the many propositions by social resource theory comprises that people assign different meanings to the same action. Being a great fan of mafia movies, this idea intrigued me as it nicely reflects the popular “kiss of death” metaphor. While a kiss is usually considered as something positive, it can also — as portrayed in these very special movie situations mean that a person has fallen in disgrace.
Fascinated by this idea, we wanted to see if complainants assign different meanings to an act of service failure compensation. In service recovery research, social resource theory has been employed in promising ways such as explaining the situational desirability of recovery efforts. Accordingly, it seemed logical to take the next step and see if varying the properties of one and the same resource—in our case money—impacts recovery effectiveness.
With this purpose in mind, we also had to deal with a couple of challenges. One of them was the above mentioned issue that people attach different meanings to the same action. It is not reported in the article, but it was quite interesting. Accidentally, in one of our tests we manipulated the compensation act in such a way that respondents seemed to assign a negative meaning, eventually leading to obstructive effects which was exactly the contrary of what we wanted to achieve.
People often talk about money in terms of “money is money—so why should one care about how it is given?” Finding that complainants actually do care about how they are compensated in a recovery situation is an interesting new perspective for practitioners and researchers alike. Practitioners in particular learn about an outcome relevant property allowing to facilitate recovery outcomes without additional monetary costs. Further, they learn about an interesting side effect. Specifically, we observed that handing over the money in a personal and tangible way can be used to increase monetary returns to the firm in the form of tipping and cross-buying.
With regards to the research community, we hope that future scholars also draw on social resource theory in order to broaden our understanding of service failure and recovery, especially as SRT comprises many more propositions not yet considered.
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[We’re pleased to welcome author Dr. Ralf Wilden of Newcastle Business School, University of Newcastle, Australia. Dr. Wilden recently published an article in the Journal of Service Research entitled “The Evolution and Prospects of Service-dominant Logic Research: An Investigation of Past, Present, and Future Research,” which is currently free to read for a limited time.” Below, Dr. Wilden reflects on the inspiration for conducting this research:]
Service innovation is a driving force of economic growth in developed economies. Large corporations, such as BMW and IBM, increasingly define their business as service centric. For example, the BMW Group has moved away from defining their value proposition being focused on cars and motorcycles to positioning themselves as a mobility provider, thus moving away from a product-centered to service-centered narrative. The ‘servitization’ of traditional business models converges with a growing academic discourse around the emergence and evolution of the so-called ‘service-dominant logic’. Ongoing studies in this area explore the value of service in dynamic exchange systems and how managers are responding to or guided by ideas that 1) service forms the basis of all economic exchange, 2) value is always co-created between relevant actors, and 3) so-called operant resources are central to value co-creation.
In a recent study in the Journal of Service Research, an international team of researchers studied existing research to uncover core concepts and thematic shifts in the development of new knowledge in this field. More specifically, they studied how service-dominant logic advances the understanding of how value is created and service is innovated in dynamic service ecosystems. Based on a citation analyses and text mining of more than 300 key articles, the authors identify how service-dominant logic bridges traditional service research (e.g., regarding satisfaction, quality and customer experiences) with strategic and systems views. However, looking at the evolution of service-dominant logic research over time, it appears focus on strategic research has waned. Thus, the authors argue future studies should draw on several specific research areas to develop frameworks to aid managers in strategically thinking about service design and innovation.
The results from this study verify service-dominant logic is highly influential in areas such as customer engagement and value cocreation. An underlying shift towards social and systemic perspectives is also evident. However, many valuable insights emerging from the wealth of relevant studies have not yet impacted research regarding managerial decision-making and strategy development on a large scale. Furthermore, the authors identify the need to develop a stronger understanding of the way service-dominant logic can be used to inform how managerial actions and social and cultural practices influence and are influenced by a wider service ecosystem. For example, Ralf Wilden says “the way organizations engage in innovation-related activities has changed from a firm-centric model to a model that stresses the importance of knowledge in-flows and out-flows across organizational boundaries.” He adds, “despite the commonly accepted importance of services in value creation activities our knowledge about the role of open innovation in service ecosystems is limited.” The authors further stress that service thinking has benefited from interdisciplinary research in the past. Moving forward, combining service-dominant research with organizational strategy insights in the area of open innovation, dynamic capabilities and microfoundations, together with social, cultural and systems theories, can lead to developing new knowledge regarding service and drive continual improvement in service design and innovation.
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[We’re pleased to welcome authors Simon Hazée, Cécile Delcourt, and Yves Van Vaerenbergh who recently published an article in the Journal of Service Research entitled “Burdens of Access: Understanding Customer Barriers and Barrier-Attenuating Practices in Access-Based Services.” Below, the authors share more insight on their research in the service industry:]
What motivated you to pursue this research? We are witnessing a global rise of what’s been called ‘the access economy’. This growth is yet mainly driven by an increasing supply, with lots of companies—including manufacturers like BMW or Daimler AG—offering services that grant customers limited access to goods. Although these services offer several potential advantages, convincing customers to use them remains challenging. Service innovation failures represent potential losses of revenues that can even endanger firms’ competitiveness; indicating the pressing need to understand the barriers that keep customers from participating in the access economy.
Were there any surprising findings? Customers face several important barriers for why they don’t participate in the access economy, and these barriers do not always have rational grounds. For instance, one striking observation is that customers are afraid of contamination. After all, when accessing goods, you know for sure that someone else—whom you do not know—has touched the product; this may create disgust and avoidance responses. Another surprising finding is that customers believe they must engage in a bunch of practices to attenuate the barriers themselves. For example, customers must be ready to alter or postpone their needs to counter the fact that goods might not be available when needed, an important barrier perceived by customers.
Interestingly, although engaging in such practices helps attenuating barriers, customers also consider them as burdensome.
In what ways is your research innovative, and how do you think it will impact the field?Our findings suggest that customers reject service innovations not only in response to numerous perceived barriers associated with the innovation but also out of consideration of the practices in which they must engage to attenuate those barriers. Prior research shows customers typically adopt and use access-based services to avoid the burdens of ownership. We show that they reject these services due to the burdens of access, which include the barriers to access and the barrier-attenuating practices. Understanding both the barriers and the practices in which customers engage is critical for theory and practice; it can reveal new ways to see, examine, and manage service innovations. In sum, the success of access initiatives is not necessarily for those service providers that show the benefits of using the service, but might be for those who are best at overcoming the barriers as well as facilitating and limiting the practices in which customers engage.
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Co-authors Tobias Schaefers, Kristina Wittkowski, Sabine Benoit, and Rosellina Ferraro recently published an article in the Journal of Service Research entitled “Contagious Effects of Customer Misbehavior in Access-Based Services.” Below is their informational video as a supplement to their article, which helps analyze how connections to a person’s community can influence behavior in the given shared space.
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We are excited to announce the new incoming editor for the Journal of Service Research, Dr. Michael Brady. Dr. Brady graciously provided some information regarding his education, career, and experience in the management field:
Dr. Michael (“Mike”) Brady is the Carl DeSantis Professor and chair, Department of Marketing, at Florida State University. Mike’s primary research interest lies at the intersection of customers and employees in frontline service transactions. He has published articles in many top scholarly journals, including Journal of Service Research, Journal of Marketing, Journal of Consumer Research, Journal of the Academy of Marketing Science, and many other outlets. His research articles have been cited over 15,000 times to date, his 2000 article in the Journal of Retailing is one of the most downloaded articles of all time in Science Direct, and his 2001 article in the Journal of Marketing was ranked the fifth most influential article for future research in services marketing.
Mike’s work has also been covered in the popular press, such as MSNBC, U.S. News, the Chicago Tribune, and Tampa Bay Times. He has won numerous awards, including the Christopher Lovelock Career Contributions to the Service Discipline Award, the SERVSIG best article award, the Academy of Marketing Science and University outstanding teacher awards, the inaugural College of Business Distinguished Teacher award, the University graduate student mentoring award, and the William R. Jones award for mentoring minority doctoral students. Mike is a past president of the American Marketing Association’s Academic Council and an Associate Editor for the Journal of Service Research and Journal of the Academy of Marketing Science. He is currently co-editing a special issue of Journal of the Academy of Marketing Science and he just finished co-editing a special issue of Journal of Service Research.
Mike currently lives with his wife of twenty
years and two children in Florida. Before earning his PhD, Mike played baseball at Florida State and was then drafted by the Los Angeles Dodgers, playing professionally for four years. Baseball runs in the Brady family, as Mike’s father also played professionally for the Detroit Tigers before assuming the university provost and president roles at Jacksonville University. Mike’s academic year consists of teaching large online sections of principles of marketing and will take on the role of Editor-in-Chief of the Journal of Service Research later this year.
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Traveling is generally looked forward to by most, and when planning where to stay, we rely on reviews from past hotel guests. Does the hotel have consistently clean rooms? A lobby bar to meet up with my coworkers? A pool, spa, or gym? Regardless of our questions, they are approached through a mentality of short-term requirements; that is, we don’t have to reference our list of “deal breakers” like when purchasing a home.
Editor Chris Roberts of DePaul University recently published a study in the Journal of Hospitality & Tourism Research presenting the habits and perspectives of traveler decisions entitled “A Theory of Lodging: Exploring Hotel Guest Behavior,” co-authored by Dr. Linda Shea. Below, Roberts explains the inspiration for this study:
What inspired you to be interested in this topic? The field of hospitality is often classified as an applied field as it appears to lack theory of its own. Instead, theories from other related fields are used in hospitality research. However, the authors are asking the hospitality research academy to engage in a discussion about lodging. Is there a theory that explains human behavior when staying in a hotel? It appears that many humans behave differently when they are at home versus when staying overnight in a hotel. The purpose of this paper is to stimulate thought among hospitality researchers to explore this idea.
Were there findings that were surprising to you? We are not declaring there is a distinctive theory of lodging; however, the difference in behavior is observable, suggesting there may be something to explore.
How do you see this study influencing future research and/or practice? Interested researchers are encouraged to attend the ICHRIE Conference to be held July 23-25, 2017 in Baltimore, MD, USA. An opportunity to explore this will be available. Please join us as we wrestle with this idea of a theory of lodging.
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Hotel lobby photo attributed to fhotels (CC).