Analysing the interrelationship between CSR activities and the value co-creation process to enhance employer branding within the Omani hotel industry

Abstract

Value co-creation enhances employers’ branding through the engagement of organisations’ corporate social responsibility (CSR) activities and employees’ behaviours, such as performance, loyalty and satisfaction. Although a growing body of research has explored the notion of value co-creation, the current understanding of the interrelationship between value co-creation and corporate social responsibility is underdeveloped. There is fierce academic debate surrounding the concept of value co-creation, calling for further theoretical and empirical work on this field. Furthermore, the concept of employer branding is still a nascent area in management and marketing scholarships and requires further conceptual nourishment. Although significant studies have covered the role of organisations and consumers in value co-creation resulting in employer branding, there has been little research to address the role of employees in value co-creation, dictating further assessment of their role in the process of value co-creation and participation in employer branding in a CSR context. Therefore, this thesis seeks to identify and analyse how, and to what extent, efforts to become socially responsible can co-create value for internal stakeholders and contribute to employer branding. As such, part of the theoretical foundation for this research is built on CSR. Subsequently, relevant conceptual avenues pertaining to the co-creation of value, corporate branding and employer branding are explored and analysed. An extensive literature review is undertaken to inform the robust development of an initially proposed conceptual framework of the main factors that impact upon this process. The proposed conceptual framework has set a broad guide for the researcher regarding the empirical fieldwork involved. The context for the research explores the notion of value co-creation within employer branding in the Omani hotel sector. To analyse value co-creation in depth, a qualitative interpretive multi-case study approach is adopted. The research also considers aspects of managerial philosophies and employees’ perceptions regarding their organisations’ current and future CSR activities, and how these activities impact value co-creation for stakeholders. The findings indicate that value co-creation has three major elements – it is dynamic and iterative, it requires dialogical interactions among various parties, and it leads to dualistic outcomes. The adoption of CSR increases the employees’ satisfaction, whereas a lack of understanding of the CSR activities leads to the co-destruction of value, which in return affects the organisational turn-over in the long run. Therefore, creating awareness about the importance of the implementation of CSR is considered crucial, as it will benefit the organisation and improve the level of performance and loyalty of the internal stakeholders. The researcher proposes an original conceptual model on this tripartite nature of value co-creation and an analysis of how value co-creation can lead to the development of sustainable and socially responsible employer branding. An employee-oriented perspective towards value co-creation is introduced as an endeavour to enrich the area of research and address current conceptual deficiencies. The research also advances scholarship by critically assessing the role of employees as an independent but integral entity in the value co-creation process, establishing clear and robust links between CSR, value cocreation and employer branding.