How strong is the business-to-business brand in the workforce? An empirically-tested model of ‘internal brand equity’ in a business-to-business setting

Baumgarth, Carsten; Schmidt, Marco

doi:10.1016/j.indmarman.2010.02.022

Cited by 227 publications

(282 citation statements)

References 94 publications

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“…Kimpakorn and Tocquer 2009;King 2010;Punjaisri and Wilson 2011), and specific countries (e.g. Baumgarth and Schmidt 2010;Kimpakorn and Tocquer 2010;Nyadzayo et al 2015). Such focus limits the generalizability of the results; therefore, future research should investigate previously identified relationships in different organizations, industries (e.g.…”

Section: Directions For Future Researchmentioning

confidence: 99%

“…customer satisfaction, brand attachment, brand strength, customer-based brand equity) and financial performance (e.g. turnovers, profits, shareholder value) (Baumgarth and Schmidt 2010;Burmann et al 2009;Kimpakorn and Tocquer 2009;King and Grace 2009;Piehler et al 2016;Sirianni et al 2013;Tuominen et al 2016).…”

Section: Directions For Future Researchmentioning

confidence: 99%

“…To expand knowledge about managerial instruments, previous IBM research calls for a more detailed investigation of specific instruments of brand-oriented human resource management, leadership, internal communication, and external communication that potentially affect employee-related IBM outcomes (Baker et al 2014;Baumgarth and Schmidt 2010;Henkel et al 2007;Kimpakorn and Tocquer 2010;Löhndorf and Diamantopoulos 2014;Piehler et al 2016;Xiong et al 2013). Finally, to better understand the relationships between employee-related IBM outcomes and between managerial instruments and outcomes, future research should consider moderators of these relationships (Baumgarth and Schmidt 2010;Hughes 2013;Punjaisri et al 2008). Suggested moderators include employee characteristics (Piehler et al 2016), such as gender (King 2010;Matanda and Ndubisi 2013) and skills and abilities (Baker et al 2014).…”

Section: Directions For Future Researchmentioning

confidence: 99%

“…While the corporate brand is usually the focus of IBM research, in practice, many organizations operate with multiple brands. Brand portfolios increase the degree of complexity for IBM, and future research should shed light on this rarely investigated topic (Baker et al 2014;Baumgarth and Schmidt 2010;Burmann et al 2009;Hughes 2013). Another area to broaden the IBM framework is to consider other stakeholders, such as external partners (e.g.…”

Section: Directions For Future Researchmentioning

confidence: 99%

“…Many empirical IBM studies apply employee self-reports as source of measures. Therefore, calls for using other sources of measures, such as management, supervisor, colleague, subordinate, or customer evaluations as well as objective measures and data, have been articulated (Baumgarth and Schmidt 2010;Piehler et al 2016;Terglav et al 2016). Complementing employee self-evaluations with other measures would not only provide further insights into the relationships but also help to reduce common method effects.…”

Section: Directions For Future Researchmentioning

confidence: 99%

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Internal brand management: introduction to the special issue and directions for future research

2018

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This special issue of the Journal of Brand Management has been developed in consideration of the existing gap between the relevance of and research attention to internal brand management (IBM). Despite its relevance, research dealing with brand management in the context of internal stakeholders is still limited. Therefore, we identify five directions for future research after an introduction to the topic. Future research should (1) validate the relevance of IBM, (2) increase the generalizability of IBM research findings, (3) deepen and (4) broaden the IBM framework, and (5) extend methodologies in IBM research. This special issue addresses some of the identified areas for future research by including five articles covering a variety of IBM topics. It is our hope this special issue advances IBM research and encourages researchers to start and continue engaging in research in this important area.

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Section: Directions For Future Researchmentioning

confidence: 99%

Section: Directions For Future Researchmentioning

confidence: 99%

Section: Directions For Future Researchmentioning

confidence: 99%

Section: Directions For Future Researchmentioning

confidence: 99%

Section: Directions For Future Researchmentioning

confidence: 99%

See 3 more Smart Citations

Internal brand management: introduction to the special issue and directions for future research

2018

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How customers' perceptions of innovation activities drive brand preference, purchase and recommendation: The moderating role of product category

Pham,

Tran,

Trinh

et al. 2023

Can J Adm Sci

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This study investigated how innovation activities impact brand performance outcomes from the perspective of customer cognitive and affective mindsets. The collective findings from both Partial Least Squares Structural Equation Modeling (PLS‐SEM) and fuzzy set qualitative comparative analysis (fsQCA), based on 372 customer responses, demonstrated that a combination of product, process, store, and marketing innovation activities produces optimal results in terms of customer‐based brand equity, subsequently influencing purchase and recommendation. Post‐hoc analysis revealed that perceived innovation activities exert a weaker influence on brand equity in high‐tech product categories (e.g., smartphones) compared to lower‐tech product categories (e.g., skin care products and apparel). This study confirmed that customers' perceptions of brand innovation activities result from both technological innovation (e.g., cutting‐edge offerings) and symbolic innovations (e.g., new marketing communications).

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Increasing Awareness and Reputation of Merck S.A. Portugal through Employee Advocacy

Sonne¹,

Guerreiro

Wohlschlegel

2019

Developments in Marketing Science: Proceedings of the Academy of Marketing Science

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Merck KGaA is a global Science and Technology company, focusing on the Healthcare Industry, Life Science and Performance Materials. Merck in Portugal is a relatively small subsidiary with a midsized office employing approximately 114 employees. Merck S.A. Portugal focuses mainly on the Healthcare Market. As the company went through a major transformation in 2016, it created a need to communicate on a low cost basis and in an efficient way, using digital as its main channel. The current paper shows the implementat io n of an employee advocacy strategic plan as a solution to digital communication. Employee Advocacy is a new communications concept derived from employee social media usage and employee word of mouth. It has been noted that employee networks are wider than company's own, and employee word of mouth is more trustworthy. Before the tool could be implemented a research on what motivates employees to commit to Brand Citizens hip Behavior was performed. Findings revealed that in the case of Merck S.A. Portugal employees individual internal drive and brand knowledge are factors affecting willingnes s to share on social media. Based on the results a series of internal strategies were applied onand offline.

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How strong is the business-to-business brand in the workforce? An empirically-tested model of ‘internal brand equity’ in a business-to-business setting

Cited by 227 publications

References 94 publications

Internal brand management: introduction to the special issue and directions for future research

Internal brand management: introduction to the special issue and directions for future research

How customers' perceptions of innovation activities drive brand preference, purchase and recommendation: The moderating role of product category

Increasing Awareness and Reputation of Merck S.A. Portugal through Employee Advocacy

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