Organizational level antecedents of value co-destruction in hospitality industry: an investigation of the moderating role of employee attribution

ABSTRACT

The recent upsurge in theoretical advances in value co-creation in service organizations provides the credo to uncover the likely predictors of value co-destruction which may sometimes be the end point of the co-creation process. Thus, this paper aims to investigate how hotel employees’ perception of leadership support, supportive organizational climate and management’s commitment to value co-creation predicts value co-destruction in their organization. The survey was designed to solicit data that will help in answering our main research question; what organizational level factors are responsible for mitigating the deleterious effect of value co-destruction in hospitality industry? In total, 475 hotel employees from sub-Saharan Africa (Nigeria) were surveyed to gather data that was subjected to SEM analysis. The findings confirm leadership support, supportive climate and management’s commitment as predictors of value co-destruction while employee attribution only moderates the relationship between management’s commitment to value co-creation and value co-destruction. This study unearths the importance of organizational involvement in militating against value co-destruction. Within the specific context of hoteling, management’s commitment to value co-creation is moderated by employee attribution style. Practical implications with industry focused best practices are recommended.

KEYWORDS:

• Value co-creation
• value co-destruction
• hospitality industry
• employee attribution
• leadership support
• Nigeria‌

Acknowledgement

We like to appreciate the anonymous reviewers and the editorial board of Current Issues in Tourism for their professionalism and help towards ensuring that this article is successfully published with high standard.

Disclosure statement

No potential conflict of interest was reported by the author(s).