Happiness Management: A Culture to Explore From Brand Orientation as a Sign of Responsible and Sustainable Production

Ripoll, Rafael Ravina; Barriopedro, Estela Núñez; Gomar, David Almorza; Tobar-Pesántez, Luis Bayardo

doi:10.3389/fpsyg.2021.727845

Cited by 20 publications

(30 citation statements)

References 103 publications

(127 reference statements)

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“…Similarly, numerous researchers highlight the fact that a happy work environment promotes employee motivation, engagement and productivity, which in turn contributes to improved company performance (e.g. Ravina-Ripoll et al. , 2021b).…”

Section: Resultsmentioning

confidence: 99%

The scientific knowledge structure of happiness management in the business sphere: an exploratory bibliometric review

Martínez‐Falcó

Marco‐Lajara

Sánchez‐García

et al. 2023

JMD

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PurposeThe aim of this research is to carry out a bibliometric analysis of the academic literature indexed in the Core Collection of the Web of Science (WoS) on happiness management in companies during the period between 2000 and 2022. In particular, the variables used to keep the scientific production under study are as follows: (1) time evolution, (2) publication format, (3) categories, (4) authors, (5) institutions, (6) journals, (7) publishers and (8) countries.Design/methodology/approachTo carry out the analysis, the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) methodology is followed, using the WoS database for data collection and VosViewer to create the network maps.FindingsThe results show, among other aspects, the accelerated growth rate of the scientific production studied since 2017, the use of publications in articles as the main format for disseminating research results, the relevance of the business category as the area of study in which most of the scientific production examined falls as well as the predominant role of the publishers Emerald, Springer and Elsevier in the publication of scientific documents on the subject under analysis.Originality/valueThere are different reasons that justify the originality of the study. First, the research advances the understanding of the academic literature on happiness management at the corporate level. Second, to the best of the authors' knowledge, there are no previous bibliometric studies that have addressed this topic. Third, the research analyses the literature under analysis from the first record to the year 2022, assuming an update of the previous narrative and systematic reviews carried out on the subject studied.

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Section: Resultsmentioning

confidence: 99%

The scientific knowledge structure of happiness management in the business sphere: an exploratory bibliometric review

Martínez‐Falcó

Marco‐Lajara

Sánchez‐García

et al. 2023

JMD

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“…In this way, fashion firms can carry out strategic actions aimed at achieving satisfactory experiences that help to attract and retain their potential consumers. Thus, in the post-COVID-19 era, opportunities are generated for entities that actively develop this type of culture, marketing and business management based on the key factor of corporate happiness (Ravina-Ripoll et al , 2019). In this way, fashion firms will be able to adopt a strong positioning in the market with an intangible resource that also generates brand value.…”

Section: Discussionmentioning

confidence: 99%

The role of consumer happiness in brand loyalty: a model of the satisfaction and brand image in fashion

Valiño

Rodríguez

Barriopedro

2021

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Purpose The study of the antecedents to loyalty is of great interest to both academics and professionals in the context of fashion consumption. The purpose of this paper is to define a SEM model, in which brand image and its dimensions, as well as consumer satisfaction and consumer happiness as mediators, are explained as antecedents to loyalty. Design/methodology/approach A transversal descriptive study based on primary data were, therefore, carried out using a survey with a sample of 2,515 consumers representing the Spanish population. The Partial Least Square method was applied to test the hypotheses. Findings The results of this research tell us which variables have a positive influence on consumer loyalty to fashion brands, where brand image, satisfaction and consumer happiness are the determining variables of loyalty. Research limitations/implications This model has important implications and contributes both to the literature and to the choice of differentiation and brand positioning strategies for marketing to a global and highly competitive market. Originality/value One of the novelties of this study is the fact that it considers the consumer happiness variable as an antecedent to loyalty in the fashion consumer sector.

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Section: Discussionmentioning

confidence: 99%

“…They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al, 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source.…”

mentioning

confidence: 99%

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Ripoll

Vela

Sorzano-Rodríguez

et al. 2022

CCIJ

Self Cite

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PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

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Happiness Management: A Culture to Explore From Brand Orientation as a Sign of Responsible and Sustainable Production

Cited by 20 publications

References 103 publications

The scientific knowledge structure of happiness management in the business sphere: an exploratory bibliometric review

The scientific knowledge structure of happiness management in the business sphere: an exploratory bibliometric review

The role of consumer happiness in brand loyalty: a model of the satisfaction and brand image in fashion

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

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