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Purpose: This paper expands on existing co-creation knowledge in order to accurately conceptualize, operationalize and contextualize the customer brand co-creation behavior concept from a customer perspective. Design: A quantitative approach is adopted in this study, using structural equation modelling to verify the co-creation of brand value for those customers who co-create. Findings: A new four-dimensional co-creation behavior concept is supported, highlighting the role of development, feedback, advocacy and helping, in the co-creation of brand value. Further, a range of customer-level and brand-level antecedents are empirically verified. Research implications: The research takes a customer-centric view of co-creation and in doing so provides new insight into the effect on the co-creator. Additionally, the research offers an improved level of specificity in the co-creation domain by conceptualizing, operationalizing and contextualizing customer co-creation in a comprehensive research study. Practical implications: Findings offer new insight to brand managers, identifying avenues for increasing customer participation in co-creation programs and critically, highlighting that cocreation behavior has positive effects on the co-creator's perception of brand value. Originality: The customer-centric approach offers an original perspective from which to explore co-creation, demonstrating the positive potential of co-creation in brand management strategies.

Firms are increasingly drawing on corporate social responsibility (CSR) in their employer branding to increase attractiveness and engage current and potential employees, and to ensure consistency in employee brand behaviours. However, there is a dearth of literature synthesising CSR and employer branding research to understand employee engagement with CSR-firms from a branding perspective. In this article, the authors carried out an integrative literature review of CSR and employer branding literatures. Informed by signaling theory, the authors develop a conceptual model of the CSR employer branding process as a cohesive view from the potential and current employee perspective. Our review highlights the need for firms to achieve CSR consistency in terms of (a) embeddedness of CSR values, and (b) levels of internal CSR. These two factors frame a typology that enable managers to better execute their CSR employer brand identity to achieve favourable results, such as a high-quality talent pool and positive affective, cognitive and behavioural employee outcomes.

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