{'fraction_non_alphanumeric': 0.01611047180667434, 'fraction_numerical': 0.0034522439585730723, 'mean_word_length': 5.744186046511628, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
The power of coworkers in service innovation: the moderating role of social interaction

Abstract Service innovation is central to firms when explaining business success and competitiveness. However, little is known about how useful feedback and help/support from coworkers affect desirable innovation outcomes. This study draws on a conceptual model and theorizes that firms’ support of useful feedback from coworkers and coworkers’ help and support along with social interaction would achieve service innovation. In a sample of 382 employees from a large multinational firm, as hypothesized, employees with highly useful feedback and help/support from coworkers exhibited the highest level of firm service innovation. Moreover, managers can enhance this positive relationship by relying more on increased social interaction among employees for innovation performance.