Internal branding process: Exploring the role of mediators in top management's leadership–commitment relationship

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

“…service-based vs non-service-based, B2B vs B2C), and countries, i.e. investigating country-and culture-specific effects (Burmann et al 2009;Chang et al 2012;Hughes 2013;King andGrace 2009, 2010;Nyadzayo et al 2016;Piehler et al 2016;Punjaisri et al 2008Punjaisri et al , 2009Sirianni et al 2013;Terglav et al 2016). Covering multiple organizations, industries and countries might help to uncover general relationships and organization-, industry-or country/culture-specific relationships.…”

“…Regarding employee-related IBM outcomes, recent research highlights the affective dimensions of commitment (King 2010;King and Grace 2010;Punjaisri and Wilson 2011) and identification (Piehler et al 2016) and multidimensional perspectives for brand understanding/knowledge (Xiong et al 2013;Piehler et al 2016) and brand-related behaviour (Burmann and Zeplin 2005;Burmann et al 2009;Shaari et al 2011;Chang et al 2012;Porricelli et al 2014;Nyadzayo et al 2015Nyadzayo et al , 2016Piehler et al 2015Piehler et al , 2016. Future research should continue to develop the dimensionality of these IBM outcomes and deliver further empirical validation (Burmann et al 2009;Terglav et al 2016). In addition, future research should explore the relationships between these dimensions (Piehler et al 2016).…”

“…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.…”

Internal market orientation determinants of employee brand enactment

“…Punjaisri and Wilson, 2007;Löhndorf and Diamantopoulos, 2014;Helm et al, 2016). Other, non-internal branding related drivers of brand-congruent employee behavior have rarely been considered (Baker et al, 2014;Saleem and Iglesias, 2016;Terglav et al, 2016), despite general acceptance that the context in which employees' work (i.e. the work environment) is a legitimate driver of their behavior as brand ambassadors (Kuenzel and Halliday, 2008;Xiong and King, 2015).…”

“…Although recent studies point to the importance of employee's fit with the firm's brand values and promise on their behavior (Terglav et al, 2016), other aspects of the broader organizational context, such as managerial actions and perceptions of supervisors might also affect employees' responses towards the organization and their perceptions of the organization's 3 brand (Kang, 2016;Helm, Renk and Mishra, 2016). Hence, knowing how employees fit to their organization context is essential to explaining why front line employees demonstrate a brandconsistent behavior.…”