Branding higher education: an exploration of the role of internal branding on middle management in a university rebrand

Abstract

Although research on branding in higher education has grown, a specific focus on internal branding in this sector is still scarce. Brand support by mid-level administrative staff and deans is a key element in internal branding of a university. This study explores the extent to which internal branding contributes to this group's understanding of and engagement with a public institution's rebranding campaign. It identifies challenges and practice insights for practice for internal branding activities when engaging these internal stakeholders, linking to wider brand management theory and practice. A qualitative case study approach was employed to understand the effectiveness of internal branding holistically, and in context. In 2016, nineteen depth interviews were conducted with a range of midlevel administrators and deans including those at the student union, regional campuses, directors of departments, and deans of faculties and schools at a large Canadian university. The data was analysed using Nvivo qualitative data analysis software. On the basis of the results, it is apparent that internal branding has a valuable role in relation to higher education brand management strategy. Results offer a holistic view of the rebranding process, and explore understanding of and engagement with the rebranding campaign. This paper addresses a gap in the public sector brand management literature and demonstrates theoretical and practical implications for improved understanding and brand management strategy.

The Impact of Rebranding on University Brand Equity

“…Research by Muzellec & Lambkin (2006) and Burmann et al (2009) stated that employees are important in brand equity. Employees, especially middle administrators and management, are also one of the main keys to rebranding success (Clark et al, 2020). Employees have a major role because they get the largest share of direct experience with the formed brand (King & Grace, 2009).…”

Brand Knowledge and Organizational Loyalty as Antecedents of Employee-Based Brand Equity: Mediating Role of Organizational Culture

“…More precisely, contextual performance is a method for companies to evaluate the impact of brand awareness. Employees who are well-informed on the brand's values and expectations are more likely to absorb them and pass them on to clients (Business et al, 2018 ; Clark et al, 2020 ).…”

Internal brand management in the public sector: the effects of internal communication, organizational practices, and PSM on employees’ brand perceptions

“…There is empirical evidence showing that a strong brand focus can trigger some public organizations to implement employee voice restrictions as a strategy to achieve the desired reputation (Waeraas and Dahle 2020) and to ensure internal brand alignment (Dahle and Waeraas 2020). Thus, the internal branding efforts may cause suspicion among employees in public organizations that these efforts are used to ensure a superficial employee buy-in of the brand with little or no genuine value (Clark, Chapleo, and Suomi 2019).…”