Enhancing the effect of frontline public employees' individual ambidexterity on customer value co-creation

Abstract

Purpose: When public employees demonstrate ambidexterity in serving customers, through efficiently providing customers with current public services as well as exploring ways to create more, new public service solutions for customers, they may activate customers’ co-creating value with the public organization. The purpose of this research is to examine the role of public employees’ individual ambidexterity in promoting customer value co-creation. This research also seeks to investigate the levers behind individual ambidexterity, including ambidextrous leadership as an antecedent and public service motivation (PSM) as an enhancer for the leadership effect. Design/methodology/approach Public employees from public legal service agencies and customer companies they had served have been invited to participate and provide data for this research. The data collated have been analyzed using multilevel structural equation modeling approach. Findings Ambidextrous leadership was positively associated with frontline public employees’ individual ambidexterity. This positive association was enhanced by PSM among frontline public employees. In turn, frontline public employees’ individual ambidexterity demonstrated a positive link with customer value co-creation through the mediation mechanisms of customer–employee identification and customer–organization identification. Originality/value This research extends and marks the convergence between ambidexterity and customer value co-creation research streams.