Exploring the Influences of Internal Branding on Employees' Brand Promise Delivery: Implications for Strengthening Customer–Brand Relationships

Punjaisr, Khanyapuss; Wilson, Alan; Evanschitzky, Heiner

doi:10.1080/15332660802508430

Cited by 115 publications

(119 citation statements)

References 41 publications

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“…service-based vs non-service-based, B2B vs B2C), and countries, i.e. investigating country-and culture-specific effects (Burmann et al 2009;Chang et al 2012;Hughes 2013;King andGrace 2009, 2010;Nyadzayo et al 2016;Piehler et al 2016;Punjaisri et al 2008Punjaisri et al , 2009Sirianni et al 2013;Terglav et al 2016). Covering multiple organizations, industries and countries might help to uncover general relationships and organization-, industry-or country/culture-specific relationships.…”

Section: Directions For Future Researchmentioning

confidence: 99%

“…To expand knowledge about managerial instruments, previous IBM research calls for a more detailed investigation of specific instruments of brand-oriented human resource management, leadership, internal communication, and external communication that potentially affect employee-related IBM outcomes (Baker et al 2014;Baumgarth and Schmidt 2010;Henkel et al 2007;Kimpakorn and Tocquer 2010;Löhndorf and Diamantopoulos 2014;Piehler et al 2016;Xiong et al 2013). Finally, to better understand the relationships between employee-related IBM outcomes and between managerial instruments and outcomes, future research should consider moderators of these relationships (Baumgarth and Schmidt 2010;Hughes 2013;Punjaisri et al 2008). Suggested moderators include employee characteristics (Piehler et al 2016), such as gender (King 2010;Matanda and Ndubisi 2013) and skills and abilities (Baker et al 2014).…”

Section: Directions For Future Researchmentioning

confidence: 99%

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Internal brand management: introduction to the special issue and directions for future research

2018

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This special issue of the Journal of Brand Management has been developed in consideration of the existing gap between the relevance of and research attention to internal brand management (IBM). Despite its relevance, research dealing with brand management in the context of internal stakeholders is still limited. Therefore, we identify five directions for future research after an introduction to the topic. Future research should (1) validate the relevance of IBM, (2) increase the generalizability of IBM research findings, (3) deepen and (4) broaden the IBM framework, and (5) extend methodologies in IBM research. This special issue addresses some of the identified areas for future research by including five articles covering a variety of IBM topics. It is our hope this special issue advances IBM research and encourages researchers to start and continue engaging in research in this important area.

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Section: Directions For Future Researchmentioning

confidence: 99%

Section: Directions For Future Researchmentioning

confidence: 99%

Internal brand management: introduction to the special issue and directions for future research

2018

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“…That particularly affects service organisations because 'service employees are often considered the embodiment of the service brand in the consumers' eyes' (Punjaisri, Wilson, & Evanschitzky, 2009a: 561; see also Simmons, 2009), and influence stakeholders in various service encounters (Punjaisri, Wilson, & Evanschitzky, 2008). Internal branding has a positive impact on employees' brand identification, brand commitment and brand loyalty (Punjaisri et al, 2009a;Punjaisri, Evanschitzky, Wilson, 2009b), and according to Miles and Mangold (2005) forms a psychological contract between an employee and an organisation that goes far beyond the employment contract.…”

Section: Internal and External Brandingmentioning

confidence: 99%

Challenges in delivering brand promise – focusing on municipal healthcare organisations

Hytti

Kuoppakangas

Suomi

et al. 2015

International Journal of Public Sector Management

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HEALTHCARE ORGANISATIONS PurposeTo investigate how healthcare professionals understand a new organisational brand and examine the ideas discussed in relation to it within health care organisations. Design/methodology/approachThe research is based on a discursive approach that facilitates understanding how the informants perceived a new organisation brand and how that might shape their activities in the enterprise. FindingsThe study identified four distinct interpretative repertoires: the organisational brand as an economic solution, the magic wand, the factory, and a servant to the customer. The new brand was understood in terms of economic and business-like functions marked by external branding and its signs (logos etc.).The brand is not communicated to patients or colleagues, and the factory metaphor is applied to work practices. Hence, several potential dilemmas arise concerning the brand promise, customer expectations, economic and efficiency gains and the professional values of employees. Research limitations/implicationsAdoption of private-sector practices in semi-public or public-sector organisations is common. This study focuses on how private-sector ideas diffuse into the organisations and how they are translated within them. Practical implicationsWe suggest a stronger emphasis on internal branding as a reconciliation to enhance legitimacy, highquality customer service and staff wellbeing. Originality/valueTheoretically, the unique contribution of the study is drawing upon health care branding, dilemma theory and discursive institutionalism in its interpretation. Consequently, it demonstrates how ideas about the brand and public health care are translated and communicated in the examined discourses and how those ideas reconstruct understanding and change behaviour within the organisations.

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“…The lack of emphasis on external benefits by the FTSE 100 companies is surprising, as for-profit companies should convey to stakeholders what the company will deliver in terms of products, services, and customer experiences (Roper and Fill, 2012), and communicating benefits should also be important for charities, as they often exist for the benefit of a group in need, or society in general (Roper and Fill, 2012), and communicating how beneficiaries are helped can also enable the charity to differentiate itself (Merchant et al, 2010). Benefits for internal stakeholders are infrequently included by either the FTSE 100 companies or charities (in only 10.6% of the FTSE 100 company stories and 9.6% of the charity stories), which is concerning, as internal branding is important to ensure that employees deliver on the corporate brand promise (Punjaisri, Wilson and Evanschitzky, 2008). Ingratiation behaviour is evident in the use of internal and external benefits elements, for example the external benefits element in ARM's corporate story; 'ARM's business model…enabled multiple companies to benefit from ARM's innovation', and the internal benefits element in GSK's corporate story; 'GSK to reimburse 100% of uncapped tuition fees for all undergraduates it recruits in the UK', which aims to enhance the likeability of the companies with their stakeholders by expressing how the company acts in their favour.…”

Section: Story Themes and Elements Present In Corporate Storiesmentioning

confidence: 99%

Using corporate stories to build the corporate brand: an impression management perspective

Spear¹,

Roper

2013

Jnl of Product & Brand Mgt

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Purpose – A recent area of academic interest within corporate branding and reputation is the use of storytelling in order to differentiate the corporate brand, however there is little empirical research exploring the contents of corporate stories, and how they are used by organisations to build the corporate brand. This paper aims to utilise impression management theory to bring insight into the potential role of corporate stories in shaping the corporate brand. Design/methodology/approach – Corporate stories were identified from the web sites of 99 organisations in both the for-profit and not-for-profit sectors, and content analysis conducted on the stories, using a deductive approach to identify the story elements present in the stories. Findings – There are wide variations in the inclusion of different elements in the stories, indicating that organisations place greater importance on the inclusion of some elements in their corporate stories than others. Research limitations/implications – The paper highlights the point that while organisations are using corporate stories, they are not sufficiently leveraging them to build their corporate brand. There is a gap between storytelling theory and practice, in that the literature emphasises the importance of including benefits for stakeholders, emotion, and aspects of the corporate strategy in stories, whereas organisations frequently neglect these aspects and instead focus mainly on their accomplishments. Originality/value – This study has found impression management theory to be a useful perspective on exploring corporate storytelling, and identifies links between the elements of stories and impression management strategies and behaviours. This indicates that the corporate story could influence the impressions that audiences form of the organisation and therefore build the corporate brand.

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Exploring the Influences of Internal Branding on Employees' Brand Promise Delivery: Implications for Strengthening Customer–Brand Relationships

Cited by 115 publications

References 41 publications

Internal brand management: introduction to the special issue and directions for future research

Internal brand management: introduction to the special issue and directions for future research

Challenges in delivering brand promise – focusing on municipal healthcare organisations

Using corporate stories to build the corporate brand: an impression management perspective

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