A framework of brand-centred training and development activities, transformational leadership and employee brand support in higher education

Sujchaphong, Narissara; Nguyen, Bang; Melewar, T.C.; Sujchaphong, Pakorn; Chen, Jun Song

doi:10.1057/s41262-019-00171-9

Cited by 9 publications

(6 citation statements)

References 76 publications

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“…In addition, training and development can also help employees develop the skills and knowledge necessary to represent the brand effectively. It includes understanding the brand’s values, mission, vision and products or services the organisation offers (Sujchaphong et al , 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Developing internal marketing strategies for measuring and managing employee-based brand equity

Baca,

Reshidi

2023

QMR

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Purpose The purpose of this study is to propose a conceptual framework for measuring and managing employee-based brand equity. Drawing upon existing research, the authors argue that internal brand management should be approached from professional and socio-emotional perspectives. Design/methodology/approach The study establishes a comprehensive conceptual framework by thoroughly reviewing existing literature on employee-based brand equity and internal marketing. It builds upon existing research while adding unique insights to deepen the understanding of the subject. Findings The proposed conceptual framework highlights the importance of both professional and socio-emotional factors in building and managing employee-based brand equity. The framework emphasises the role of employees’ emotions, values and relationships in shaping their brand-related behaviours and their functional role in delivering brand promises. Research limitations/implications This paper offers a theoretical foundation for future research in internal branding. However, the framework is not empirically tested, and further research is needed to validate and refine the framework. Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours. Practical implications Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours. Originality/value This study presents a novel approach to internal brand management, introducing a unique, dual-perspective model. This enriches the current body of literature and provides fresh insights for academics and practitioners in the field of marketing and brand management.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Developing internal marketing strategies for measuring and managing employee-based brand equity

Baca,

Reshidi

2023

QMR

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“…The early articles often emphasize the basic elements of internal communication and employee training (Punjaisri et al, 2009;Punjaisri and Wilson, 2011). Another group of articles emphasize the more sophisticated topic of the importance of transformational leadership in empowering employees (Burmann et al, 2009;Merrilees and Frazer, 2013;Morhart et al, 2009;Narissara et al, 2020;Wallace et al, 2013;Wieseke, et al, 2009). A further cluster of articles probes additional understanding by emphasizing culture and its role in enabling employees to live the brand (Baumgarth and Schmidt, 2010;Burmann et al, 2009;Gapp and Merrilees, 2006;Ind, 2003Ind, , 2004.…”

Section: Traditional Internal Brand Literaturementioning

confidence: 99%

Building brands through internal stakeholder engagement and co-creation

Merrilees

Miller

Yakimova

2021

JPBM

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Purpose The purpose of this paper is to better understand the voice of the internal stakeholder in a way that emphasizes the internal stakeholder as an active force and decision maker in brand co-creation, as part of the new emerging paradigm of internal branding. The main aim is to understand the active role of volunteers in internal branding that is in the co-creation of value. A subsidiary aim is to understand why some volunteers engage deeply and seriously in a nonprofit organization while other volunteers seem less connected? Design/methodology/approach A conceptual framework incorporates several motivators to volunteer-led co-creation. A quantitative, co-variance-based structural equation modelling approach is used on survey data of a sample of 357 volunteers from 14 organizations in the Australian nonprofit sector. Findings The research findings contribute to the newly emerging internal branding literature focusing on the active co-creation role of internal stakeholders. The main drivers of volunteer co-creation are volunteer engagement, commitment, altruism, values-congruency and brand reputation. Different explanatory mechanisms/motivators apply to each type of volunteer-led co-creation. In a major initiative, the paper demonstrates linkages across the different types of co-creation, with a foundation/pivotal role for one particular type of co-creation, namely, enhanced client-based solutions. Research limitations/implications The research is restricted to the public sector and further research is needed to test applicability to the private sector. Future studies could continue the initiative in the current study to explore the linkages across co-creation types. Practical implications Implications depend on which type of co-creation is targeted. Enhancing client-based solutions co-creation requires a very strong role for engaged volunteers. Innovation co-creation requires both engaged volunteers and a propensity to co-create by enhancing client-based solutions. Brand advocacy co-creation is driven by volunteer commitment, altruism and a propensity to co-create innovation. Social implications A non-profit context ensures major social implications. Originality/value The study operationalizes the Saleem and Iglesias (2016) new internal branding paradigm framework by demonstrating that brands are built organically by interacting and engaging with internal stakeholders (volunteers in this instance), which, in turn, inter alia, motivates co-creation by such internal stakeholders.

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“…Morhart et al (2009) report how brandbuilding behavior is exhibited by frontline employees by examining manager's brandspecific transactional and transformational styles that influence employees' attitude by communicating and reinforcing brand's values. The positive relationships between brandcenterd training, internal brand communication (as mediators) and TFL characteristics of the immediate leaders and employee's brand support in Thai higher education is established by Sujchaphong et al (2020). TFL states that leaders have strong influence on employees' attitudes toward their jobs, brands and customers.…”

Section: Ib and Employees' Brand Commitmentmentioning

confidence: 99%

Internal branding, employees' brand commitment and moderation role of transformational leadership: an empirical study in Indian telecommunication context

Raj

2021

APJBA

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PurposeThe purpose of this paper is to examine the relationship between internal branding (IB) and employees' brand commitment and analyze how transformational leadership (TFL) moderates this relationship.Design/methodology/approachData were collected through structured questionnaires from 394 employees in Indian telecommunication sector. The hypotheses and conceptual model were tested by structural equation modeling (SEM), using Statistical Package for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS).FindingsThe results suggest that employees' brand commitment is higher when organizations implement IB supported by transformational leaders. Results also indicate that impact of IB on affective commitment (AC) and normative commitment (NC) is greater than its impact on continuance commitment (CC).Research limitations/implicationsConsistent with the brand commitment dimensions, the findings present an empirically tested comprehensive and integrative model of IB moderated by TFL. This study provides scholars a deeper understanding of relationship among IB, employee's commitment and TFL. Though multicollinearity is addressed, presence of cross-sectional data is a limitation in the study.Practical implicationsThe study would help practicing managers to gain a new perspective to manage their internal brand mechanisms through TFL style by stimulating change among employees and create emotionally committed brand advocates.Originality/valueThis paper suggests an empirically validated framework of IB tested for moderation effect by TFL. It adds value to literature by reinforcing the effect of IB employees' AC and NC, especially among customer contact employees who represent brand during customer service delivery in telecommunication sector.

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A framework of brand-centred training and development activities, transformational leadership and employee brand support in higher education

Cited by 9 publications

References 76 publications

Developing internal marketing strategies for measuring and managing employee-based brand equity

Developing internal marketing strategies for measuring and managing employee-based brand equity

Building brands through internal stakeholder engagement and co-creation

Internal branding, employees' brand commitment and moderation role of transformational leadership: an empirical study in Indian telecommunication context

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