How Leadership Co-Creation Generates a Trickle-Down Effect on Employees’ Resource Integration Behavior in Service Ecosystems: A Theoretical Framework

Abstract

This article identifies service employees as key actors in service ecosystems who contribute to and steer the resource integration process to co-create value with other ecosystem actors. In an effort to address the research question how service employees can be supported in engaging in effective resource integration activities, a leadership co-creation trickle-down model is developed. It proposes that focal leaders who engage in collective leadership influence service employees’ resource integration behavior in service ecosystems by affecting their service co-creation role readiness.