The influence of service brand orientation on hotel employees’ attitude and behaviors in China

King, Ceridwyn; So, Kevin Kam Fung; Grace, Debra Ann

doi:10.1016/j.ijhm.2013.03.004

Cited by 55 publications

(42 citation statements)

References 56 publications

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“…Although leadership at the senior management level is viewed as a crucial antecedent of employees' brand‐building and pro‐organization behavior (Morhart et al, ; Wallace et al, ), supervisors also remain indispensable in interpreting and instilling the company's values and vision to them (Edlinger, ), particularly when employees have limited access to top management, as is often the case in retail settings (Netemeyer and Maxham, ). Supervisor brand leadership represents frontline employees' perceptions of their supervisor's brand‐congruent behavior (King et al, ; Edlinger, ).…”

Section: Introductionmentioning

confidence: 99%

“…Scholars have also begun examining the role of employer branding for promoting brand‐related extra‐role activity, such as brand citizenship behavior (Baker et al, ) and participation in brand development (Löhndorf and Diamantopoulos, ). However, the contribution of brand‐derived value to employees' engagement in extra‐role activity is rarely considered, and no research to date examines whether employees' perceptions of the employer brand affect their engagement in extra‐role activity (King et al, ). In this context, two extra‐role outcomes are examined: brand value dissemination to co‐workers and customer orientation.…”

Section: Introductionmentioning

confidence: 99%

“…Previous research predominantly argues that high levels of customer orientation enhance customer views of the organization's brand through positive interactions with the brand's employees and result in greater overall satisfaction among both internal and external stakeholders (Gazzoli et al, ). However, research does not address the role of employer branding in customer‐oriented behavior, even though becoming customer conscious requires an understanding of the organization's values and brand promise before they can be communicated to customers (Homburg et al, ; King et al, ). A positive employee experience with the organization's brand reality should render employees more prone to reciprocate to their organization by adopting a more customer‐oriented behavior (Farrell and Oczkowski, ).…”

Section: Introductionmentioning

confidence: 99%

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Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

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A wealth of research examines firm or consumer-based brand equity but largely ignores internal stakeholders' perceptions of the brand asset. The present study focuses on service employees who affect both internal (i.e. other employees) and external (i.e., customers) stakeholders through their interactions. The study draws on cognitive psychology and social identity theory to develop and empirically test an integrated model of antecedents and consequences of employee-based brand equity (EBBE) that distinguishes between a cognitive and an affective route for its development via brand knowledge and brand identification respectively. The research extends the limited work on EBBE by examining how perceptions of employees about their supervisors' brand leadership behaviors and their supervisors' focus on their subordinates significantly drive employees' responses to the internal brand. The proposed model also highlights the significant role of EBBE vis-à-vis two citizenship behaviors, namely brand value dissemination and customer orientation.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

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“…Brand orientation refers to organizations' focus on building and sustaining their brand promise (Ewing & Napoli, 2005;Napoli, 2006). For example, King, So, and Grace (2013) find that foreign hotels in China implement brand orientation by ensuring that the hotel service quality matches their customer's concept of the brand promise. IBM refer to concrete internal communication and training activities to build their employees' awareness and understanding of the brand promise (Mitchell, 2002;Vallaster & de Chernatony, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…Internal branding entails employees transforming the brand promise into reality, which helps to shape customers' perceptions about the organization's brand (Miles & Mangold, 2005). Prior studies call this concept of employees' actions determining customers' brand promise perceptions "employee brand-building behaviors" (EBBB), which enhance an organization's brand-building efforts (King et al, 2013;Morhart et al, 2009). There are two types of EBBB: in-and extra-role EBBB 2 .…”

Section: Introductionmentioning

confidence: 99%

Managing employee attention and internal branding

Liu

Chapleo

2017

Journal of Business Research

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We extend the marketing literature on internal branding by developing a theoretical framework to explain the processes whereby brand orientation affects in-and extra-role employee brand-building behavior from the theoretical perspective of the attention-based view. The results of a survey of 314 UK-based nonprofit organizations show that brand orientation leads to the development of internal branding mechanisms, which in turn fosters in-role employee brand-building behaviors. We also find that internal branding mechanisms mediate the effects of brand orientation on extra-role employee brand-building behavior, as there exists an inverted U-shaped relationship between internal branding mechanisms and extra-role employee brand-building behaviors. Furthermore, our result shows that the inverted U-shaped relationship between internal branding mechanisms and extra-role employee brand-building behaviors flips to a concave upward curve when strong interfunctional communications exist.

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Customers' corporate social responsibility awareness as antecedent of repeat behaviour intention

González‐Rodríguez

Díaz‐Fernández

2020

Corp Soc Responsibility Env

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The aim of the study is mainly to investigate the influence of hotel customers' perception and awareness of corporate social responsibility (CSR) concerning the environmental practices of hotels on the image of the establishments and on repeat behaviour intention (RBI) by said customers. Accordingly, a research model is established which allows an understanding of the underlying mechanism of perceived CSR practices, CSR awareness, hotel image and RBI. The growing interest shown by practitioners to understand the mechanism to achieve sustainable competitive advantage for hotels through their environmental policies and the scarce number of studies analysing customer CSR awareness and its influence on customer green hotels' engagement justify this study. Hence, the study strives to overcome this gap in the CSR literature. Data were collected from hotel guests who have stayed at green hotels in Spain over the last 12 months. The research model was estimated using a variance-based structural equation modelling approach. The findings achieved and future research avenues derived from the study are of great value for both theorists and managers to achieve a sustainable development. The research model proposed can be applied to other tourist agents other than hotels and provide valuable knowledge for practitioners to understand to what extent their managerial CSR practices and their effort to communicate them are perceived by their stakeholders, which in turn influence the stakeholder engagments with those agents with a greater commitment to the environment. K E Y W O R D S CSR awareness, CSR perception, environmental policy, green hotel, hotel image, repeat behaviour intention, stakeholder engagement, sustainable development

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The influence of service brand orientation on hotel employees’ attitude and behaviors in China

Cited by 55 publications

References 56 publications

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Managing employee attention and internal branding

Customers' corporate social responsibility awareness as antecedent of repeat behaviour intention

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