Frontline employee motivation to participate in service innovation implementation

Susan Cadwallader, Cheryl Burke Jarvis, M J Bitner, Amy Ostrom

Research output: Contribution to journalArticlepeer-review

203 Scopus citations


Companies today face the challenge not only of designing innovative customer-focused service strategies to compete and grow but also of translating such strategies into results through successful execution. Experience and research demonstrate the difficulty of such an execution, but little research in marketing has focused on strategy implementation, particularly at the employee level. Prior research has suggested that frontline employee participation is critical to successful innovation implementation, especially in service contexts. We develop a theoretical model to investigate the complex role of motivation in engaging employee participation in service innovation implementation and test it with field data from a real-world context. The study contributes to motivation research in marketing by adapting and extending a hierarchical conceptualization from psychology that incorporates three levels of motivation: global, contextual, and situational. We also investigate the antecedents managers can control to increase employee motivation to participate in implementation efforts and subsequently to improve participation behaviors that are critical to the successful implementation of a customer service innovation.

Original languageEnglish (US)
Pages (from-to)219-239
Number of pages21
JournalJournal of the Academy of Marketing Science
Issue number2
StatePublished - 2010


  • Employee motivation
  • Service innovation
  • Services marketing
  • Strategic implementation

ASJC Scopus subject areas

  • Business and International Management
  • Economics and Econometrics
  • Marketing


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