Managing employee attention and internal branding

Liu, Gordon; Ko, Wai Wai; Chapleo, Chris

doi:10.1016/j.jbusres.2017.05.021

Cited by 48 publications

(35 citation statements)

References 41 publications

(127 reference statements)

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“…The employer brand concept is a perfect illustration of the combination of marketing and HR. This concept has prompted numerous publications since the mid-1990s and continues to do so (Kima, Jeon, Jung, Lub, & Jones, 2011;Liua, Ko, & Chapleo, 2017).…”

Section: Introductionmentioning

confidence: 99%

Employer brand equity effects on employees well-being and loyalty

Benraiss-Noailles

Viot

2021

Journal of Business Research

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This study questions the relevance of Berthon, Ewing and Hah's (2005) employer brand equity (EmpAt) scale, which measures five dimensions of employer attractiveness: economic value, interest value, social value, development value, and application value. Therefore, replication is necessary, from a theoretical perspective, to corroborate the five-factor structure and the external validity of the EmpAt scale and, from a managerial perspective, to provide empirical evidence of the managerial usefulness of the scale. The purpose of this research is twofold: first, to question the relevance of this measurement tool; and second, to examine its explanatory power. An online survey of 604 employees reveals that this scale needs some adjustment, although the structure of the scale seems to be reliable overall. The results also highlight the effects of employer brand equity on positive employee well-being, which in turn, influences loyalty.

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Section: Introductionmentioning

confidence: 99%

Employer brand equity effects on employees well-being and loyalty

Benraiss-Noailles

Viot

2021

Journal of Business Research

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“…The relation between these themes can be seen through the keywords "internal branding", "brand strategy" and "brand equity" that appeared together in Group 3. Also, some studies in Cluster 3 explore the relation between brand orientation and internal brand under an employee's commitment and behaviour, in both nonprofit and forprofit organizations (Dechawatanapaisal, 2018;King et al, 2013;Liu et al, 2015Liu et al, , 2017. In addition, strong internal brand development helps the employee to deliver services aligned with companies' promises (King and So, 2015).…”

Section: Cluster Analysis and Discussion Of Resultsmentioning

confidence: 99%

Brand orientation: a systematic literature review and research agenda

Sepulcri

Mainardes

Marchiori

2020

SJME

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Purpose Various studies dealing with brand orientation were analysed to discuss how the issues identified in this area have been relating over time. This paper aims to identify the key studies, the keywords used and the origin of the studies. Design/methodology/approach A systematic literature review (SLR) was performed within the Scopus database to select and summarize the studies that deal with brand orientation. Finally, 90 articles were subjected to bibliometric analysis. Findings Five major research areas were identified (brand orientation concept, hybrid strategies, internal branding management, brand performance and perceived brand orientation) and discussed. Research limitations/implications As the main theoretical contribution, the results showed a focus on research in five areas: the development of the brand orientation concept and proposed extensions; hybrid strategies; the relations between brand orientation, internal branding and brand management; the relation between brand orientation and financial performance; and the perceived brand orientation, mostly applied to higher education sector. Originality/value The study offers a general overview of brand orientation, identifying relations on topics of interest, main keywords and sub-themes in this field. The results contribute to fulfilling the research gap about the relationship between all these aspects. Finally, an agenda for future research is proposed.

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“…Hence, acquiring the information from different perspectives might enable the researchers to understand further the relationships between the constructs of interest from both the employees' and the managers' perspectives. Future research should examine the relationships between employee brand support, internal branding activities and transformational leaders from different perspectives, for example, the perspective of the leaders or the management team (Liu, Ko, & Chapleo, 2017).…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

A framework of brand-centred training and development activities, transformational leadership and employee brand support in higher education

et al. 2019

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The study examines internal branding in higher education institutions and employees' brand support, and investigates the mediating effects of (a) brand-centred training and development activities, and (b) internal brand communication activities. With data collected from 355 respondents across 20 Thai business schools, the study employs structural equation modelling to test a proposed research model. Findings reveal positive relationships between brandcentred training and development activities, internal brand communication activities, transformational leadership characteristics of the immediate leaders, and employee brand support. Unexpectedly, the direct relationship between internal brand communication activities and employee brand support is not significant, indicating that brand-centred training and development activities fully mediate the relationship between internal brand communication activities and employee brand support. This study advances current knowledge about building higher education brands internally and offer practical insights to university managers and public policy makers.

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Managing employee attention and internal branding

Cited by 48 publications

References 41 publications

Employer brand equity effects on employees well-being and loyalty

Employer brand equity effects on employees well-being and loyalty

Brand orientation: a systematic literature review and research agenda

A framework of brand-centred training and development activities, transformational leadership and employee brand support in higher education

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