Abstract
Employee corporate brand experience is conceptualised as any contact employees have with a corporate brand along the wide range of brand touch-points. To investigate this topic, this paper provides two studies. In Study 1 (n = 195), an employee corporate brand experience scale for direct and indirect corporate brand experiences (DCBEs and ICBEs, respectively) has been developed and validated. In doing so, this paper shows that these scales are distinct from existing experience measures in consumer and organisational behaviour research. Study 2 investigates how these different types of brand experiences generate employee corporate brand pride and turn employees into brand champions. A multivariate data analysis technique (partial least squares) is used to analyse data from 283 employees in Germany. By building on and advancing the assumptions of affective events theory, Study 2 shows that only ICBEs trigger emotional and attitudinal brand pride in turn affect brand-supporting behaviours.
Highlights
Internal branding refers to focussed organisational efforts to promote a brand to employees, thereby motivating them to strengthen the corporate brand and become brand ambassadors (Morhart, Herzog, & Tomczak, 2009)
The results showed that the dimensions of corporate brand experience were significant predictors of corporate brand pride and word of mouth (WOM)
If the indirect effect is not significant—which is the case for the indirect effect from DCBE on attitudinal corporate brand pride—the direct effect needs to be checked
Summary
Internal branding refers to focussed organisational efforts to promote a brand to employees, thereby motivating them to strengthen the corporate brand and become brand ambassadors (Morhart, Herzog, & Tomczak, 2009). Training workshops complement the international brand ambassador programme Such branding initiatives are relevant to brand success because employees are said to reinforce an organisation’s brandbuilding efforts (Löhndorf & Diamantopoulos, 2014), both on the job (in-role behaviour) and off the job. These efforts come with behaviours that go beyond prescribed roles (extra-role behaviour), for example, as brand representatives to friends, family, customers or even potential hires (Bloemer, 2010; Löhndorf & Diamantopoulos, 2014)
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