Human resource management's role in internal branding: an opportunity for cross‐functional brand message synergy

Aurand, Timothy W.; Gorchels, Linda; Bishop, Terrence R.

doi:10.1108/10610420510601030

Cited by 204 publications

(232 citation statements)

References 7 publications

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“…In fact, employees seem to have a more positive attitude towards the brand and are more likely to incorporate this image into their work activities when there is some degree of HR involvement in the internal branding process (Memon & Kolachi, 2012). Hence, the successful promotion of the internal branding doctrine may be as dependent on HR initiatives as on those developed in the marketing department (Aurand, Gorchels, & Bishop, 2005). Internal branding requires a broad integrative framework across marketing, corporate management and human resource management (Khan, 2009;Punjaisri, 2007).…”

Section: The Role Of Human Resources In Internal Brandingmentioning

confidence: 99%

“…Forward looking organizations have been investing a lot to attract, recruit, motivate and retain the Millennials. The role that employees can play in enhancing the brand promise and the involvement of the human resource function in incorporating the brand concept into all their development programs (Aurand et al, 2005) will be examined by considering the characteristics and work orientations of the Millennials and the potential challenges posed by their arrival in the workplace. The paper also provides the readers with specific recommendations for developing new practices and policies designed to attract, develop and retain this cohort as well as how to contribute internally to strong brand engagement.…”

Section: Introductionmentioning

confidence: 99%

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Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

Özçelik¹

2015

IJBM

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Within the strong competitive world of organizations, the provision of exceptional customer experience is the key driver of performance. In this context, many organizations invest in their brands and, try to create a positive image of them, not only in the minds of their external customers, but also in those of their employees, because they are conceptualized as internal customers. Effective involvement of the human resources function for helping them to internalize the brand identity in their work behaviors has been an emerging area of study over the last decade. This has brought forward the notion of internal branding-a strategy through which organizations encourage all their employees to become involved in the nurturing of a brand through their engagement. Meanwhile, the organizational workforce is dynamic and constantly changing owing to a younger cohort entering the workplace. This renewal in the workforce demographics has led to differences in their characteristics and work orientations and consequently, has changed the rules of engagement. This paper outlines some emerging evidence about the HR-internal branding relationship. It brings together diverse sources of literature from organizational and generational studies to illustrate the characteristics and work orientations of the Millennials and the potential challenges posed by this generation. This article also provides the readers with specific recommendations for developing new practices and policies designed to attract, develop and retain this cohort so that it contributes internally to strong brand engagement.

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Section: The Role Of Human Resources In Internal Brandingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

Özçelik¹

2015

IJBM

View full text Add to dashboard Cite

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“…Therefore, employees play a key role in influencing how the external market makes sense of the brand (Wangenheim, Evanschitzky, & Wunderlich, 2007). Studies (Aurand, Gorchels, & Bishop, 2005;Burmann & Zeplin, 2005;Punjaisri & Wilson, 2011) illustrate that when employees have a shared brand meaning, they become identified with the brand and are committed to deliver the brand promise to the external stakeholders. Papasolomou and Vrontis (2006) add that employees provide a personal connection between the brand and customers, thus, enhancing customer brand loyalty.…”

Section: Internal Brandingmentioning

confidence: 99%

Internal brand co-creation: The experiential brand meaning cycle in higher education

Dean

Arroyo-Gamez

Punjaisri

et al. 2016

Journal of Business Research

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Higher education (HE) institutions need to adapt to the global environment but the complex nature of HE highlights the role of marketing and the internal market in realizing the brand identity, creating a challenge for developing a shared brand meaning. This research explores how employees co-create brand meaning through their brand experiences and social interactions with management, colleagues and customers. Using a phenomenological approach, the findings highlight that brand meaning commences from historical, superficial brand interactions. Employees then develop brand meaning further through a series of brand interactions and social interactions. Bridging the internal branding and the co-creation literature, this study conceptualizes the evolving, co-created nature of employees' brand meaning in the experiential brand meaning cycle. This study extends Iglesias and Bonet's (2012) work and illustrates the function of employees as readers and authors of brand meaning, emphasizing the crucial role of brand co-creation in guiding employees' brand promise delivery.

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“…There is an inherent power in having an informed workforce that is both able and committed to delivering the brand promise. 25 Without such brand knowledge, employees are unable to transform the brand vision into the brand reality. 26 …”

Section: Brandingmentioning

confidence: 99%

Internal branding: Exploring the employee's perspective

2007

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of exceptional service, investment in the organisation ' s brand is considered to be a strategic weapon in the quest for an edge over competitors. 3 The creation of a strong brand and the deliverance of perceived service quality are premised by employees ' ability to deliver on customer expectations. Thus, adoption of internal-oriented initiatives, 4 directed at employees improving service quality and bringing the brand to life, is advocated. No consideration has been given, however, to understanding the ' added value ' encapsulated in an organisation ' s brand as a result of the operant resources (skills and knowledge) supplied by the organisation ' s human INTRODUCTIONOrganisations, in today ' s competitive environment, continue in their struggle to carve out their competitive niche in the marketplace. In many cases, this struggle has manifested itself in the provision of exceptional service, regardless of whether the organisation ' s core product is a physical good or a service in its own right. 1 Thus, we see a shift in thinking towards the new dominant logic for marketing, one in which the service (as manifested through operant resources), as opposed to the provision of physical goods (operand resources), is the basis for economic exchange. 2 Consistent with the provision CERIDWYN KINGis a lecturer at Griffi th University, Gold Coast, Australia. She holds a Masters of Marketing Management with Honours and has had several years of strategic brand management experience in a range of industries. As an early career researcher, Ceridwyn has successfully published several papers in the area of internal brand management and continues to pursue this area of research in line with both academic and practitioner interest. DEBRA GRACEis a senior lecturer in marketing at Griffi th University, Gold Coast, Australia. She holds a Bachelor of Business with Honours in Marketing and Management and a PhD in Marketing. Her research and teaching interests lie within the services marketing, branding and consumer behaviour areas. As such, she has a number of publications within journals that have their focus in these areas such

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Human resource management's role in internal branding: an opportunity for cross‐functional brand message synergy

Cited by 204 publications

References 7 publications

Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

Internal brand co-creation: The experiential brand meaning cycle in higher education

Internal branding: Exploring the employee's perspective

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