Abstract
Internal branding relatively new constructs in marketing literature. It is assumes adequate internal branding practices could enhance overall brand performance through employees’ brand consistent behavior. This study conceptualized employees’ brand consistent behavior as brand citizenship behavior. The main objective of this study is to examine the relationship between transactional and transformational brand leadership and brand citizenship behavior. Self-administered questionnaires were distributed to 286 respondents from 3-5 star rating hotels from northern states of Malaysia namely; Perlis, Kedah and Penang. The findings revealed that transactional and transformational brand leadership have a significant positive relationship on brand citizenship behavior. However, transformational brand leadership is more dominant in explaining brand citizenship behavior. Future research should focus on other internal branding practices as well as a new context mainly to enhance the superiority of the concept.
Highlights
Internal branding recognized the important roles of employees as brand sustainable competitive advantage
This study revealed that brand leadership is paramount important for employees to display brand citizenship behavior
Transactional brand leadership plays a small function in explaining the effect of overall brand leadership on brand citizenship behavior as compared to transformational brand leadership
Summary
Internal branding recognized the important roles of employees as brand sustainable competitive advantage. In relation to internal branding, employees’ behavior towards the organization’s brand considered as critical success factor of overall brand performance. Employees’ brand behavior could be either in-role or extra role brand behavior (Burmann & Zeplin, 2005; Morhart, Herzog, & Tomczak, 2009). Burmann and Zeplin (2005) term the extra-role brand behavior as brand citizenship behavior (BCB). Brand citizenship behavior is defined as “the employees’ voluntary basis to project a number of generic employee behaviors that enhance the brand identity” The researchers essentially outlined the employees’ brand-consistent behavior that could be a part of ‘living the brand’ as proposed by Ind (2001)
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