Designing digital workplaces for employee engagement: Practical guidelines from a systematic literature review

Positive psychological coaching (PPC) has emerged as a popular “paradigm” for practitioners interested in the professional development of people. A recent review consolidated the literature on PPC and produced a 5-phase positive psychological coaching model aimed at facilitating professional growth. However, little is known about practically operationalizing each phase of the coaching process (i.e., how to facilitate each phase and which underlying tools and techniques could be employed to do so). As such, the purpose of this systematic review was to address this limitation by (a) determining which coaching tools and techniques are proposed within the coaching literature and (b) classifying the identified tools and techniques into the respective phases of PPC model. The investigation used a two-step approach by conducting a systematic literature review (to identify various PPC tools/techniques) followed by an iterative heuristic classification process (to assign these PPC tools/techniques to a known PPC model). The systematic literature review resulted in 24 peer-reviewed publications on positive psychological coaching, providing 117 different coaching tools that could be condensed into 18 overarching coaching techniques. The iterative classification process showed that most techniques and tools are useful in at least two phases. Interestingly, experts still vary in opinion on the timing and application of these specific techniques and tools within the positive psychological coaching process. This study provides researchers and practitioners with practical guidelines to facilitate a positive psychological coaching process.

Download Full-text

An integrated perspective of value creation and capture: a systematic literature review

Journal of Business and Industrial Marketing ◽

10.1108/jbim-12-2020-0542 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Claudio Minerbo ◽

Luiz Artur Ledur Brito

Keyword(s):

Literature Review ◽

Systematic Literature Review ◽

Value Creation ◽

Operations Management ◽

Theoretical Understanding ◽

Value Capture ◽

Content Type ◽

Future Studies ◽

Practical Guidelines ◽

Value Creation And Capture

Purpose The existing literature is fragmented across disciplines and does not provide a holistic, comprehensive view on how value is created, deployed and captured. This paper aims to provide a structured view of the current literature and facilitates a theoretical understanding of value creation and capture in buyer–supplier relationships. Design/methodology/approach A systematic literature review was conducted on 195 articles published in 21 leading journals in marketing, operations management and strategy disciplines. Findings An integrated, generalizable and expandable framework is proposed based on the causal or interactive relationship among four components, namely, dimensions of value creation; processes and interactions by which buyers and suppliers enable value creation; relationship characteristics that affect these components; and value capture. Two new areas for future studies are also suggested. Research limitations/implications The findings are based on papers published in peer-reviewed academic literature. Future studies could include more heterogeneous publications in languages other than English and/or professional journals to compare scholars' and managers' perspectives. Practical implications This study offers simple, practical guidelines that managers can apply in their real-world situations to increase the value they gain from their relationships. Originality/value The framework does not pretend to be exhaustive because such an attempt would be impractical. Rather, this study provides practical examples for each component, and shows how additional concepts and constructs can be incorporated to make it inclusive and generalizable. Two new manners of value capture other than price negotiations are presented (volume and collaborative benefits).

Download Full-text

Engaging Gen Z in professional selling: a systematic literature review

European Journal of Training and Development ◽

10.1108/ejtd-07-2020-0120 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Andrew Loring ◽

Jia Wang

Keyword(s):

Literature Review ◽

Human Resource Development ◽

Employee Engagement ◽

Systematic Literature Review ◽

Individual Characteristics ◽

Content Type ◽

Generation Z ◽

Sales Organizations ◽

Professional Selling ◽

Antecedents And Consequences

Purpose Employee engagement literature pertaining to professional salespeople has revealed several antecedents and consequences that lead to greater performance and turnover reduction. However, engagement literature in the field of human resource development (HRD) does not account for Generation Z (Gen Z), the latest in the workforce who has been noted to be vastly different from previous generations. This study aims to explore how to engage Gen Z in the context of professional selling by identifying the antecedents and consequences of employee engagement based on individual characteristics and organizational needs of this group. Design/methodology/approach A systematic literature review was conducted. In total, 21 papers relevant to employee engagement, professional selling and Gen Z were critically analyzed. Findings Findings indicate that Gen Z’s organizational need for mentoring and their individual characteristic of wanting job control and ownership are vital antecedents that could increase employee engagement. In addition, competitive rewards are important consequences that could improve individual sales performance. Practical implications HRD practitioners and organizational leaders must understand the unique characteristics of Gen Z to effectively engage them in the workplace. For sales organizations, there is a critical need to offer mentoring opportunities and competitive rewards from the start of Gen Z salespeople’s employment. Originality/value This research expands current engagement literature by addressing an emerging, under-explored issue – how to engage the newest workforce, Gen Z, in the context of professional selling.

Download Full-text