The contribution of human resource development managers to organisational branding in the hotel industry in India and South East Asia (ISEA): a dynamic capabilities perspective

Abstract

PurposeThis research explores the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.Design/methodology/approachUsing a qualitative case study design, this study deployed a semi-structured interview research method. It used a purposive sample of 20 HRD managers across twenty different hotels in India and South East Asia (ISEA) to explore their contribution to organisational brands. The data was analysed using thematic analysis.FindingsThe findings show the significance of HRD in building organisational brands. From a dynamic capabilities perspective, it was found that HRD has an impact on fostering brand awareness culture; HRD functional branding enhances the creation and sustaining of quality service culture; functional branding of HRD helps differentiate the brand and quality service, for product development and innovation by linking talent development and growth of key competencies and capabilities; brand training and behavioural training directly influence the right behaviour knowledge and effective communication that is translated into the enhancement of guest experience; and finally, organisational branding through branding culture and employer branding creates organisational wealth.Originality/valueThe authors propose a new conceptual framework for the branding of the Heroes to reclaim the HRD's splendour in the realm of other functions in the hotel industry in ISEA contexts. While the authors do not claim an external generalisability, we believe that an analytical application of this framework could be relevant in similar environments. The study also claims that HRD practitioners could use parallel literature repertoires from brand management discourse to value their strategic contributions in building and maintaining their reputational position at the board level. Practical implications and further research are discussed.

The linkages among environmental dynamism, dynamic capability and competitive advantage: Significant implication for retail development

“…The MC system focuses on coordinating all channels to provide added value to customers based on seamless shopping experiences across consistent distribution networks of retailers. BO provides guidelines for forming branding strategies that establish valuable brand equity for service firms (Francois Koukpaki et al, 2021). SIC, MC, and BO help service organizations adapt effectively to environmental changes and enhance their competitiveness.…”

“…BO is considered a "share sense of brand meaning," it enables a firm to bring more added value to its customers (Balmer and Podnar, 2021) and other stakeholders and consequently, attain CAD and ensure success in the marketplace (Gupta et al, 2020;Piha et al, 2021;Rua and Santos, 2022). BO forms a cultural mindset in an organization to identify the crucial role that requires a firm to put it in the key position of strategy (Bayighomog Likoum et al, 2020;Francois Koukpaki et al, 2021;Iyer et al, 2019). Therefore, BO is a critical tool for gaining strong brand equity and achieving competitiveness (Huang and Tsai, 2013).…”

“…Therefore, BO is a critical tool for gaining strong brand equity and achieving competitiveness (Huang and Tsai, 2013). Because BO focuses on enhancing awareness of the importance of orientating the brand within an organizational strategy (Bayighomog Likoum et al, 2020;Francois Koukpaki et al, 2021;Iyer et al, 2019), it needs to be presented in a long-term strategic direction, such as vision, mission, prioritized value, and organizational culture (Piha et al, 2021). Huang and Tsai (2013) also suggest that when a firm perceives a clearer and higher BO, it can achieve superior brand performance (Lee et al, 2017) by improving brand trust, loyalty, awareness, and reputation.…”

Entrepreneurial leadership fostering service innovation in the hospitality firms: the roles of knowledge acquisition, market-sensing capability and competitive intensity

“…The theory of dynamic capability has been advanced from the resource-based view (Barney, 1991;Barney, 2001) by Teece et al (1997); they argue that resources are not adequate for retaining a firm's competitive advantage, but rather, firms require dynamic capabilities, which include the ability to sense new business opportunities, seize opportunities and respond to changing business environments. Several studies have adopted Entrepreneurial leadership dynamic capability theory to explain the effects of leadership in hospitality context (Leonidou et al, 2015;Koukpaki et al, 2020). In our research, entrepreneurial leadership can be considered as a strong dynamic capability that involves the willingness of the managers to take necessary risks and exploit new business opportunities to alter existing processes, or reconfigure/transform existing resources to stay relevant to the market conditions, as deemed necessary (Leitch et al, 2013;Leitch and Volery, 2017).…”

Employer Brand and Business Performance: The Role of Intellectual Capital

“…Thirdly, in previous studies, relations between employer brand and business performance were not analysed in the context of the hotel industry. Research shows that hotel strategy usually ignores the vital role of human resources development in acquiring, maintaining, and developing the key competencies of hotel employees (Francois Koukpaki et al, 2021). If investing in human capital ensures performance improvement, growth in productivity, and work efficiency in the hotel industry (Ferrary, 2015), the question of implementing analysing tools (employer brand and intellectual capital) to achieve better results becomes relevant for the hotel industry.…”