A framework of brand-centred training and development activities, transformational leadership and employee brand support in higher education

Abstract

The study examines internal branding in higher education institutions and employees’ brand support and investigates the mediating effects of (a) brand-centred training and development activities and (b) internal brand communication activities. With data collected from 355 respondents across 20 Thai business schools, the study employs structural equation modelling to test a proposed research model. Findings reveal positive relationships between brand-centred training and development activities, internal brand communication activities, transformational leadership characteristics of the immediate leaders and employee brand support. Unexpectedly, the direct relationship between internal brand communication activities and employee brand support is not significant, indicating that brand-centred training and development activities fully mediate the relationship between internal brand communication activities and employee brand support. This study advances current knowledge about building higher education brands internally and offers practical insights to university managers and public policy makers.