Purpose – This paper aims to explore the drivers of employee motivation to facilitate value co-creation. Speciļ¬cally, it enhances the understanding of social and contextual elements that contribute towards the co-creation of value. Design/methodology/approach – Embracing an interpretive paradigm, the study draws on 57 in-depth interviews together with participant observation ļ¬eld notes. The data were analysed using thematic analysis. Findings – The ļ¬ndings identify six key drivers that motivate employees to facilitate value co-creation: rewards and recognition, opportunities for life-long learning, interpersonal engagement, role responsibility and accountability, organisational vision and social purpose. Research limitations/implications – This study is undertaken wi thin a traditional organisation setting. Other organisational contexts such as working from home should also be considered. Second, this study focused on the individual relational orientations of employees. Also, there is an opportunity to explore the collective orientation of employees. Originality/value – Drawing on service-dominant logic (S-D logic) as a theoretical lens, this study adopts and adapts Lindenberg and Steg’s (2013) goal-framing theory to conceptualise six drivers of employee motivation to facilitate value co-creation within three-goal frames that leads to in-role and extra-role job performance.
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