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Purpose The purpose of this paper is to investigate perceptual differences between employees characterized by various levels of internal brand commitment and sustainability importance. The identified clusters of employees are compared considering the main determinants of internal brand commitment and their evaluations of a company’s sustainability performance. Design/methodology/approach The study was conducted among employees of industrial companies operating in Belarus. Two hundred thirty-eight responses were analyzed by using the K-means cluster analysis. The analysis of variance was applied for evaluating differences between the three identified clusters. Findings Based on internal brand commitment and sustainability importance, the paper identifies three alternative clusters of employees: uncommitted sustainability laggards, committed sustainability followers and committed sustainability leaders. The results show that the three clusters differ in regard to the main determinants of internal brand commitment, which are brand orientation, internal brand knowledge and internal brand involvement. The findings demonstrate significant perceptual differences between the three clusters regarding their evaluations of a company’s sustainability performance. The assessment of sustainability performance focuses on sustainability objectives, sustainability policies and sustainability decision-making and disclosure. Research limitations/implications The study was conducted in the context of a transition economy. Future studies are recommended to develop a cross-cultural comparison of relationships between employees’ perceptions about sustainability performance, different determinants and the outcomes of internal brand commitment. Originality/value The paper makes a theoretical contribution to research on internal branding and sustainability by examining the potential interrelationships between internal branding strategies and sustainability performance.

Purpose The purpose of this study is to investigate the effects of human capital and relational trust on business-to-business (B2B) brand equity. Design/methodology/approach Data collection was conducted among the clients of one of the Big Four auditing firms in Sweden. Structural equation modeling was used to test the hypothesized effects. Findings The results demonstrate positive effects of human capital and relational trust on the core dimensions of brand equity. In the context of the professional services, human capital was found to have a stronger direct impact than relational trust on brand associations, perceived quality and brand loyalty. Practical implications The study provides practical recommendations for marketing managers on how to consider the nature of B2B brand equity and its determinants in developing successful branding strategies. The findings indicate that although relational trust has a positive impact on brand equity, it draws on the clients’ positive perceptions of the service providers’ human capital. Thus, investments that generate positive perceptions of a service provider’s human capital will strengthen its competitive position. Leading to the creation of relational trust and having a strong impact on the dimensions of brand equity, human capital is a strategic asset that needs careful management. Originality/value The study advances extant knowledge on B2B brand equity by examining contextual conditions and factors that are critical for building strong brands in industrial markets. The study demonstrates that clients’ perceptions about the knowledge, skills and abilities of service providers are more important than relational trust for enhancing B2B brand equity.