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.

As value co-creation continues to gain traction as one of the most influential concepts in contemporary marketing, it is worthwhile to explore the role of the customer in the realisation of value. This paper considers that customer participation in a range of active customer behaviours, including development, feedback, advocacy and helping, can co-create customer perceptions of brand value. In particular, the research examines the interplay between the dimensions of quality, emotional, price and social value with respect to co-creation behaviour dimensions. Overall, the results indicate potentially positive impacts of advocacy and development behaviours, little influence from feedback and seemingly negative impacts from helping behaviour, upon brand value dimensions. This paper offers initial insight into the potential impacts of different behaviours upon forms of value, enhancing theoretical understanding and offering direction for brand management applications.

Practitioners and researchers have paid significant attention to understanding and delivering on the needs and wants of external customers. This being the case, we know quite a lot about one perspective of the value co-creation process (i.e. external customers' perception) but very little about other stakeholder perspectives, in particular, internal customers' perspectives of the value co-creation process. Method: This paper draws on the works of Edvardsson et al. (2011), Giddens (1984), Sweeney and Soutar (200), Helkkula et al. (2012), Herzberg et al. (1959) and Wolf (1970) in order to build a conceptual model of value creation developed specifically from the internal customer's perspective. Findings: The resultant conceptual model (shown in Figure 1) provides insight into the socio-structural and social exchange elements of the firm that provide the stimuli to value creation, which in the first instance, gratify (or not) the needs of internal customers and, secondly, influence the multi-dimensional value perceptions of internal customers. Originality: The conceptual model of this paper provides a unique, pragmatic and useful framework for understanding how internal customers derive and perceive value within the social landscape of the firm. While empirical validation of the model is essential, the model, as presented herein, provides an excellent starting point for further investigation in this important, but largely under-researched, area.

Salesperson deviance represents a significant cost to organizations throughout the world. This paper addresses a gap in the literature by examining all three dimensions of salesperson deviance (i.e., organizational deviance, interpersonal deviance and customer-directed deviance) and the moderating role of customer orientation. More specifically and using a sales personnel sample, this research extends current understanding of deviant behavior in two key areas. Our findings show (1) a negative relationship between job satisfaction and each dimension of salesperson deviance, and (2) customer orientation moderates the relationship between job satisfaction and salesperson deviance. Thus, we present a more holistic view of salesperson deviance and, in practical terms, confirm that organizational stakeholders should proactively manage the job satisfaction together with the customer orientation of their sales staff in order to avoid and/or minimize deviant behaviors.

Purpose: This study examines the differential effect of reciprocal and negotiated social exchanges in establishing workplace relationship cohesion, providing a mediating influence between social constructed initiatives (i.e. internal socialization and support) and internal customers psychological connectedness. Design/Methodology/Approach: Data were gathered via a national online survey of service employees in Australia, representing a diverse range of service industries (e.g. retail (food/nonfood), health, financial, administrative support, real estate, household, insurance, education and training etc.) Findings: Reciprocal-exchange relationship quality fully mediates the relationship between internal socialization and psychological connectedness; and negotiated-exchange relationship quality partially mediates the relationship between internal support and psychological connectedness of internal customers. Research Limitations/Implications: While the findings reported herein support the salience of interpersonal relationship quality enhancing the internal performance of the organization, it is essential to consider how the findings link to externally perceived performance (i.e. from the customer's perspective). Future research is guided by a framework that the authors propose as a result of the study's findings to facilitate research in this under-researched area. Practical Implications: The development of sound socially-relevant internal marketing strategies is vital to the long-term health and prosperity of the firm and its internal counterparts necessitating a move beyond transactional internal marketing, reflecting "pay for service" organizational thinking. Originality/Value: The examination of internal relationship cohesion and how this effects internal customers' allegiance to their organizations addresses an important research gap and, thus, provides a significant contribution to both theory and practice.