Corporate behaviour vs brand behaviour: Towards an integrated view?

The Effect of Brand Leadership Styles on Employees’ Brand Citizenship Behavior

“…According to MacLaverty, McQuillan and Oddie (2007), internal branding is a set of strategic processes that align and empower employees to deliver the appropriate customer experience in a consistent fashion. It is assumed that when employee's behavior is aligned with the organization's brand values, it could minimize the discrepancies between brand promise and brand delivery (Brexendorf & Kernstock, 2007), thus ultimately contributes to holistic customers' brand experiences and satisfaction (Burmann & Zeplin, 2005). Therefore, in relation to internal branding, employees' behavior towards the organization's brand considered as critical success factor of overall brand performance.…”

Exploring the link between human resource practices and turnover in multi-brand companies: The role of brand units’ images

“…For M-forms with subunits differentiated by brand, the brand units likely implement several HRM practices to drive specific employees' behaviors, but the behaviors required at the corporate level might not be the same as those required at the brand units' levels, resulting in tensions and conflicts (Brexendorf & Kernstock, 2007). The discrepancy in required behaviors also likely exists across different units.…”

“…Compared with other M-forms, multi-brand companies are characterized by an additional and stronger form of competition, beyond that for resources, because the brand units may be located in the same geographical areas and seek to capture the same potential clients and markets (Aribarg & Arora, 2008a, 2008b. Furthermore, subunits compete for employees, in that different brands within the MBC represent a source of attraction for not only customers, but also employees (Brexendorf & Kernstock, 2007).…”

“…The adoption of HRM practices appears particularly crucial for MBCs (Brexendorf & Kernstock, 2007), which face growing competition in their efforts to attract and retain skilled, qualified employees (Hartmann, Feisel, & Schober, 2011;Horwitz, 2011), even among different units within the same corporation (Iles, Chuai, & Preece, 2010). Thus, maximizing the retention capacity offered by HRM practices could give individual units an effective competitive advantage (Garavan, 2012).…”

Re-Building a Damaged Corporate Reputation: How the Australian Wheat Board (AWB) Overcame the Damage of the UN ‘Oil For Food’ Scandal to Successfully Reintegrate into the Australian Wheat Marketing Regulatory Regime

“…Unfortunately, as noted by Brexendorf and Kernstock (2007) , little integration exists in the various corporate-level constructs of corporate identity, corporate reputation, corporate image, corporate communications and brand management. This presents some challenges for practitioners and organizations seeking to rebuild reputation, because to recover from a scandal an organization must address stakeholder concerns to alter negative perceptions about the organization ( Pfarrer et al , 2008 ), and this will require integration of as many of the corporate-level constructs as possible because a favourable reputation requires sending signals to all stakeholders by managing the behaviour, communication and symbolism of the organization ( Muzellec and Lambkin, 2006 ).…”