Too much of a good thing? Examining how proactive personality affects employee brand performance under formal and informal organizational support

Xiong, Lina; King, Ceridwyn

doi:10.1016/j.ijhm.2017.09.007

Cited by 35 publications

(32 citation statements)

References 67 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This paper extends beyond the extant literature and contends that employees' perceptions of their supervisor's adoption of internal market orientation (i.e., the behaviors associated with creating satisfied and motivated employees) and also perceptions of their supervisor's brand leadership behavior constitute two key, formal and informal, respectively, elements of the work context, which affect brand‐related communication and information exchange (Boukis et al, ; Xiong and King, ). Current knowledge is also advanced by examining how a managerial focus on EBBE benefits the firm both through greater brand value dissemination that occurs within the organization (i.e., via inter‐employee interactions) but also through an enhanced employee customer orientation.…”

Section: Introductionmentioning

confidence: 75%

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

View full text Add to dashboard Cite

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.

show abstract

Section: Introductionmentioning

confidence: 75%

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

View full text Add to dashboard Cite

show abstract

“…King and So (2015) describe POS (or employee brand-oriented support) as service employees' general perceptions concerning the extent to which service firm assists and supports them in developing appropriate attitude, brand-specific knowledge (understanding values, promises and customer's needs), skills, which is imperative for service staff to elicit more BCB. Besides, past authors (e.g., Buil et al, 2016;Garg & Dhar, 2014;Dhiman & Arora 2019;King & So, 2015;Löhndorf & Diamantopoulos, 2014;Terglav et al, 2016;Xie et al, 2014;Xiong & King, 2018 have contended the more service employees perceived favorable brand-oriented support from top executives and managers, they will exert positive BCB or EBP as postulated by the social exchange theory.…”

Section: Theory and Hypothesis Development 21 Perceived Organisationmentioning

confidence: 99%

“…Recent IBM studies indicated that dimensions of formal organizational support mechanism such as brand-centred training and internal communications practice contribute significantly towards employee BCB in order to support and act in favor of the service brand positively (Buil et al, 2016;King & So, 2015;Terglav et al, 2016;Xiong & King, 2018). Xiong and King (2018) contend POS support mechanism is key for the services industry as it could advance employee service performance where workforce face extremely high work overload, role ambiguity and conflict, and more importantly, their brand performance delivery represents a most significant part of customers evaluations (selfperceptions) of perceived service quality of the brand to be used within the specific service situations. Contrary to positive POS effects, when insiders' brand perceptions, attitude and behaviours are not congruent with organizations' brand-related expectations like service quality, congruent service delivery, brand credibility and customer satisfaction, their behaviour or actions may cause unintended damage to service firm brand credibility and brand image (Xiong & King, 2019).…”

Section: Theory and Hypothesis Development 21 Perceived Organisationmentioning

confidence: 99%

“…Extra-role behaviour, on the other hand, is quite complicated as it involves an element of discretionary effort/or citizenship behaviour from employees, and, hence, it is difficult for service firms to regulate such employee extra-role behaviors and lay down service brand standards and delivery procedures. In other words, such employees' extra-role citizenship behaviors are not mandated or required by the service firm but is essential for brand success (Burmann & Zeplin, 2005;Deluga, 1994;King & Grace, 2009Morhart et al, 2009;Podsakoff et al, 2000;Xiong & King, 2018).…”

Section: Employee Brand Performancementioning

confidence: 99%

See 1 more Smart Citation

Understanding employee brand trust and internal Brand Communications & Training (BCT) effects on employee brand performance: a study of the banking industry

Shoaib¹,

Salleh²,

Yusr³

2020

IJFAM

View full text Add to dashboard Cite

The present study aims to examine the impact of key internal branding practices on affective brand commitment (AC) and employee brand performance (EBP) in the financial services industry. Also assessed was the mediating role of AC in the relationship of brand trust, brand communication and training (BCT), and EBP. Research Methodology: A quantitative survey tool was employed to gather data from 426 respondents from public-sector banks in Pakistan. The sampling methods used were a combination of proportionate random and convenience sampling techniques. The partial least squares-structural equation modelling (PLS-SEM) was used to analyze and interpret the data. Results: Findings indicate that the relationship of brand trust, BCT and EBP was mediated by AC. Brand trust and BCT results in higher levels of bank staff's AC; this employee affective attachment to the bank brand drive them to engage in brand supporting behaviors, which in turn, foster employee brand performance. Limitations: This study is limited by scope as only public sector banks were studied, which may not be sufficient to make an inference. Contribution: BCT and trust are critical drivers fostering EBP and brand success; however, AC in the relation ensures EBP remains either the same or higher in the long run. Hence, banking, and other service firms should focus on improving EBP to develop a strong and successful corporate brand.

show abstract

“…Organizational' support,' perceived' as' a' complementary' resource'to'the'employee,'can'create'a'range'of'positive'emotional'perceptions'and'experiences' in'the'workplace' (Wen'et'al,'2019). 'The'laborFintensive'hospitality'industry'can'often'result'in'a' stressful' organizational' climate' as' a' result' of' adverse' working' conditions,' so' organizational' support'is'important' (Xiong'&'King,'2018). 'The'employer'expects'loyalty'and'high'performance' from' its' employees,' while' the' employees' expects' a' secure' environment' and' organizational' support.'…”

Section: Turnover!intention!mentioning

confidence: 99%