The authors investigate the empirical generalizability of Aaker and Keller's model of how consumers evaluate brand extensions. Various replications have reported different results. Using a comprehensive data set containing the data from the original study and seven replications conducted around the world, the authors undertake a secondary analysis to understand what generalizations emerge. The study has implications for the understanding of how brand extensions are evaluated and how empirical generalizations are made. For brand extensions, Aaker and Keller's model hypothesizes that evaluations of brand extensions are based on the quality of the original brand, the fit between the parent and extension categories, and the interaction of the two. The authors find support for this full model despite published results, including Aaker and Keller's own, that support only some of the hypotheses. The authors find evidence that the level of contribution of each of these components varies by brand and culture. With respect to empirical generalizations, the key implication is that it is premature to make firm conclusions about theory on the basis of only one study.

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This article explores the role that color can play in building brand meaning with two experiments. Without prior conditioning, we demonstrate how an appropriately chosen color for a brand name (logo) can bring inherent and immediate value to a brand. Experiment 1 explores the notion of congruity, showing that it is more appropriate for functional products to be presented in functional colors, and sensorysocial products in sensory-social colors. Experiment 2 examines the effect of red and blue on brands of products that can be classified as both functional and sensory-social, and the ability of color to enhance a brand's desired image. When people know how brands are attempting to position themselves, people consider colors congruent with those positions to be more appropriate.

This article responds to recent calls for research examining the mechanisms through which high‐performance human resource practices (HPHRPs) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample of professionals in the Egyptian health and higher education sectors was used to test a partial mediation model using structural equation modeling. Findings show that public service motivation partially mediated the relationship between HPHRPs and employees’ affective commitment and organizational citizenship behaviors. Similar results were achieved when the system of HPHRPs was disaggregated to consider the individual effects of five human resource practices.