Dual foci of identification: the role of salesperson brand and organizational identification in driving brand performance

Abstract

Purpose This study aims to extend current research efforts by examining the dual role of salesperson brand and organizational identification in driving organizational citizenship behaviors, brand advocacy and ultimately brand market performance. Design/methodology/approach This study uses an online survey to collect data from a cross-sectional sample of salespeople. The measurement model and proposed research hypotheses are tested with SmartPLS. Findings Study results show that each level of identification has a stronger influence on the type of behaviors relevant to that foci of identification. That is, salesperson organizational identification has a significant and strong effect on organizational citizenship behavior while the influence of salesperson organizational identification on brand advocacy is not significant. Along the same lines, salesperson identification with the brand significantly influences brand advocacy behaviors but not their overall organizational citizenship behaviors. These empirical findings are consistent with assertions in the literature that variables (antecedents or outcomes) associated with identification at a certain level will have a stronger relationship with identification at that level. Originality/value Despite existing research efforts on the potential positive outcomes of salesperson identification, there is less empirical evidence regarding the dual role of brand and organizational identification. This research contributes to the current literature by proposing and empirically examining the differential (identity-matching) antecedents and outcomes of salespeople’s dual identification with the organization and the brand. Furthermore, existing research mostly focuses on organizational or sales management outcomes but not brand specifically related outcomes. Theoretically, this research draws on social identity theory to investigate the combined effect of salesperson brand and organizational identification on key brand-related outcomes. Managerially, this study provides empirically-based suggestions for managers interested in harnessing the power of identification.

Humanitarian Crises: The (Un)Certainty of Servicescapes and Their Impact on Frontline Actors

“…We note that the uncertainty common to crises leads to a stronger need for compatibility between the organization and an FLE. Crisis situations are likely to require FLEs with stronger organizational citizenship (Gammoh et al 2021) but also those with a higher tolerance for uncertainty (Lin and Ling 2018) who actively seek out firms with values similar to their own (Posner and Schmidt 1993). In our unstable servicescape context, job satisfaction appears to be largely determined by this value congruence.…”

Competitive intensity value resonance antecedence for successful brand performance

“…Brand Performance reflects the strategic achievements of the brand and its success in the marketplace. The ability of a company's brand management in this sense is very important in achieving performance because it describes the ability to communicate important aspects to target customers (W. J. T. Lee et al, 2019) (Gammoh, Mallin, & Pullins, 2020). Brand Performance indicators are: Our brand (company) is seen as having a higher quality.…”

“…Brand Performance indicators are: Our brand (company) is seen as having a higher quality. Our brand (company) is able to maintain prices according to quality Our brand (company) has a higher level of brand loyalty (Gammoh et al, 2020). This research questionnaire is also equipped with closed and open questions aimed at obtaining complete information.…”

The Influence of Transformational Leadership, Emotional Intelligence, Organizational Climate, and Teamwork, Towards Organizational Citizenship Behavior of Civil Servants

“…In other words, OCB is employee behavior that goes beyond the required role, which is not directly or explicitly recognized by the formal reward system. Gammoh et al [17] define, "Organizational citizenship behaviors which are discretionary and helpful actions above and beyond the call of duty that promote the organization's success". Organizational citizenship behavior is the freedom of choice and helpful action above and beyond the call of duty that promotes organizational success [18].…”