The war for talent has led organizations to develop a strong employer brand to attract and retain skilled employees. Few studies have examined the antecedents and consequences of the internal employer brand. We focus on (i) the influence of employee‐organization values congruence on the employee's perception of the employer brand and (ii) the influence of the employer brand on organizational identification and positive word of mouth vis‐à‐vis the employer. Results from a survey of 308 employees show that the employer brand fully mediates the relationship between values congruence and organizational identification and positive word of mouth. These results give rise to theoretical and managerial implications in terms of employer branding. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

Purpose-This paper aims to present perceptions of sales executives from three countries regarding expectations for the future of the sales profession and sales position. Design/methodology/approach-Results of a thematic interpretation of in-depth interviews are presented, using several agenda-setting articles as a foundation. Findings-Executives struggle with how salespeople should add value, especially in today's multi-channel environment. Greater professionalization is needed in countries where the state of the profession is less developed. Emergent strategy is practiced but not universally. Sales executives generally believe that little incremental value in technology can be gained, though it is apparent that technology is not being fully utilized. Other findings are also discussed. Research limitations/implications-Researchers should consider classifying sales research by sales strategy rather than industry or country unless those aspects are factors being studied; further, questions such as how do salespeople create value and when is human intervention in the sales process required are offered. Practical implications-Executives should reexamine sales technology, particularly in managing and transferring knowledge. Emergent strategy requires processes for identifying and transferring effective adaptation. Sales organizations must develop, at the salesperson level, greater business acumen, to be gained through training, experience or selection. Originality/value-This study identifies issues and factors that will influence sales practice and should influence sales research into the future. Particularly, the study is the first to highlight the use of emergent strategy, as well as the issue of identifying and creating value.

Although customer loyalty has proved to be a powerful determinant of firms' profits, the drivers of loyalty in B-to-B relationships are still unclear. Recognizing that both interpersonal and interorganiza-tional level variables are needed to predict customer loyalty, the aim of this study is to investigate the combined effects of salespersons' relational behavior and organizational fairness in predicting customer satisfaction and loyalty. Results from a field survey in a B-to-B setting show that buyer loyalty is largely determined by the quality of the interpersonal relationship with the seller. Perceived fairness is central for building overall customer satisfaction and loyalty toward the supplier.

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