The Impact of Brand Equity on Employee’s Opportunistic Behavior: A Case Study on Enterprises in Vietnam

Quang Bach Tran,Thi Thanh Thuy Tran,Hoai Nam Nguyen,Thi Thuy Quynh Nguyen,Dieu Linh Tran,Quoc Hoi Le

doi:10.3390/jrfm14040164

Quang Bach Tran, Thi Thanh Thuy Tran + Show 4 more

Open Access

https://doi.org/10.3390/jrfm14040164

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Abstract

Brand is considered a valuable asset that a business wants to create and maintain growth throughout its business cycle. This paper examines the impact of corporate brand equity on employees’ opportunistic behavior. The paper uses quantitative research methods, through linear SEM (Structural Equation Modelling) analysis of structural model with a scale of 609 samples of employees of enterprises in Vietnam. The research results show that corporate brand equity has a negative impact on employees’ opportunistic behavior. In the relationship between these two factors, trust and emotional engagement act as intermediate factors. Additionally, the research demonstrates that trust has a positive effect on all three components of employee engagement, including emotional engagement, computational engagement, and standards-based engagement. On that basis, the research suggests a number of recommendations to minimize the opportunistic behavior of employees in the enterprise. The findings of this study have shown the importance and impact of brand equity on employee opportunistic behavior. These are meaningful contributions in both theory and practice to help businesses gain deeper insight into brand equity and the need to pay attention to building and developing durable brand equity for businesses. At the same time, it is an important basis for the next research projects.

Highlights

Opportunistic behavior is considered a negative behavior and has a significant impact on employee performance in the enterprise
Brand is considered a valuable asset that a business wants to create and maintain growth throughout its business cycle
Research demonstrates that trust has a positive effect on all three components of employee engagement, including: emotional engagement, computational engagement, standards-based engagement

Summary

Introduction

Opportunistic behavior is considered a negative behavior and has a significant impact on employee performance in the enterprise. All managers do not consent the employee’s work process to be seriouly influenced by the himself’s opportunistic behavior, or even a part or a collective in the business. Limiting these types of behavior on the part of employees has long been seen as an effective solution to increase business performance. Once an enterprise has a foothold in the market, and the brand itself of that enterprise has a high value, it will often influence employees’ perception, build trust, limit opportunistic behaviors that impose individualism in the business. Associate with the brand and become loyal to the brand because of the values it brings to them. With the diversified development of the market economy, along with the international integration and globalization process, it shows the importance of corporate brand value

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