Internal Branding: Antecedents of Employee Attitudes, Satisfaction, and Organizational Loyalty

Scridon, Mircea Andrei

doi:10.2478/subboec-2020-0013

Cited by 1 publication

(2 citation statements)

References 21 publications

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“…Studies always indicated that employees who perceived strong emotional, instrumental and informational support from their managers demonstrated higher engagement and job satisfaction (Scridon, 2020). Supportive management practices enhanced commitment, productivity, retention and innovation among employees, fostering a positive work environment conducive to building brand equity (Pahlberg, 2009; Nurul Ezaili et al , 2019).…”

Section: Resultsmentioning

confidence: 99%

“…Motivated employees contribute to job satisfaction, productivity and commitment to organisational goals, ultimately influencing brand success (Bin Majid and Hanaysha, 2018; Dartey-Baah, 2010). Training and development equip employees with the knowledge and skills to represent the brand effectively and create a culture of continuous improvement (Scridon, 2020). Knowledge dissemination fosters unity, collaboration and a positive brand image, enabling employees to access valuable resources to support their professional growth (Liu, 2022).…”

Section: Resultsmentioning

confidence: 99%

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Developing internal marketing strategies for measuring and managing employee-based brand equity

Baca,

Reshidi

2023

QMR

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Purpose The purpose of this study is to propose a conceptual framework for measuring and managing employee-based brand equity. Drawing upon existing research, the authors argue that internal brand management should be approached from professional and socio-emotional perspectives. Design/methodology/approach The study establishes a comprehensive conceptual framework by thoroughly reviewing existing literature on employee-based brand equity and internal marketing. It builds upon existing research while adding unique insights to deepen the understanding of the subject. Findings The proposed conceptual framework highlights the importance of both professional and socio-emotional factors in building and managing employee-based brand equity. The framework emphasises the role of employees’ emotions, values and relationships in shaping their brand-related behaviours and their functional role in delivering brand promises. Research limitations/implications This paper offers a theoretical foundation for future research in internal branding. However, the framework is not empirically tested, and further research is needed to validate and refine the framework. Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours. Practical implications Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours. Originality/value This study presents a novel approach to internal brand management, introducing a unique, dual-perspective model. This enriches the current body of literature and provides fresh insights for academics and practitioners in the field of marketing and brand management.

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Section: Resultsmentioning

confidence: 99%