Employee-based Brand Equity Research Articles

The effect of employee based brand equity on customer experience in multinational chain hotels

The effect of employee based brand equity on customer experience in multinational chain hotels

Relationship Between Transformational Leadership, R D Performance and Employee Based Brand Equity

Relationship Between Transformational Leadership, R D Performance and Employee Based Brand Equity

The Impact of Transformational Leadership and Organizational Culture on Employee-Based Brand Equity in Vietnamese Small and Medium Enterprises

The Impact of Transformational Leadership and Organizational Culture on Employee-Based Brand Equity in Vietnamese Small and Medium Enterprises

Examining the impact of internal marketing strategies on employee-based brand equity benefits

PurposeThe primary purpose of this research is to conceptualise and validate the comprehensive framework for effectively measuring and managing employee-based brand equity (EBBE) benefits. The study endeavours to integrate professional and socio-emotional facets of employees' into the proposed model, lending it a more holistic approach.Design/methodology/approachThe study focusses on the banking sector in Kosovo, employing structural equation modelling to analyse data from a sample of 325 employees.FindingsBoth professional and socio-emotional perspectives significantly influenced brand knowledge, positively impacting EBBE benefits such as employee satisfaction, retention and positive word of mouth (WOM). These findings provide empirical support for the theoretical assumptions concerning the role of professional and socio-emotional perspectives in building EBBE.Research limitations/implicationsTheoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.Practical implicationsThe study offers practical implications for the banking industry and similar contexts, suggesting robust internal marketing strategies prioritising professional development and socio-emotional connectivity. Theoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.Originality/valueThe paper presents an original contribution to the field of brand equity research by proposing and validating a novel framework for EBBE that uniquely integrates both professional and socio-emotional dimensions of employees' experiences. This approach is particularly innovative within the context of the banking sector, offering new empirical insights.

Employee based brand equity: a systematic review of literature, framework development, and implications for future research

PurposeThrough a systematic literature review, this paper aims to endeavor to present a thorough historical perspective on the evolution of employee-based brand equity (EBBE), offering a comprehensive understanding of its development. The study explores the general model, causes and effects of EBBE, as well as the role of culture, leadership and brand management in building EBBE. The paper proposes an integrative framework to understand the interrelationships between the various dimensions of EBBE and offers practical guidelines for future research and the business world.Design/methodology/approachThe paper uses a systematic literature review approach to analyze and synthesize 30 studies on EBBE retrieved from SCOPUS and Web of Science. The analysis involves a thematic and content-based examination of the literature, which is organized into three thematic groups.FindingsThe review highlights the importance of EBBE as a driver of organizational performance and success. The paper identifies the evolution of the major themes, trends and debates in the literature and suggests areas for future research. It underscores the need for more qualitative, multi-level and longitudinal research on EBBE, as well as the exploration of the links between EBBE and other forms of brand equity.Originality/valueThis paper is one of the first systematic literature reviews of EBBE, offering a comprehensive and integrated view of the existing literature since the beginning of this concept. The paper’s originality lies in its proposed integrative framework that captures the interrelationships between the various dimensions of EBBE and provides practical guidelines for future research and the business world.

Developing internal marketing strategies for measuring and managing employee-based brand equity

PurposeThe purpose of this study is to propose a conceptual framework for measuring and managing employee-based brand equity. Drawing upon existing research, the authors argue that internal brand management should be approached from professional and socio-emotional perspectives.Design/methodology/approachThe study establishes a comprehensive conceptual framework by thoroughly reviewing existing literature on employee-based brand equity and internal marketing. It builds upon existing research while adding unique insights to deepen the understanding of the subject.FindingsThe proposed conceptual framework highlights the importance of both professional and socio-emotional factors in building and managing employee-based brand equity. The framework emphasises the role of employees’ emotions, values and relationships in shaping their brand-related behaviours and their functional role in delivering brand promises.Research limitations/implicationsThis paper offers a theoretical foundation for future research in internal branding. However, the framework is not empirically tested, and further research is needed to validate and refine the framework. Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours.Practical implicationsOrganisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours.Originality/valueThis study presents a novel approach to internal brand management, introducing a unique, dual-perspective model. This enriches the current body of literature and provides fresh insights for academics and practitioners in the field of marketing and brand management.

Assessment of the Level of Knowledge of Non-Scientists on Nuclear Technologies and their Applications at the Ghana Atomic Energy Commission

Given the critical role employee's knowledge about an organization's brand play in this ever-changing competitive environment, there is an increasing demand for organizations to find creative ways to engage employees to properly and adequately represent and promote the brand. These enquiries to understand and find creative ways to effectively engage employees and cultivate employees' knowledge of an organization's brand to remain competitive have mostly been focused on transformational leadership style, trade and industries, etc., at the neglect of nuclear science and other scientific fields of endeavours. Consequently, stakeholders of these scientific institutions such as the Ghana Atomic Energy Commission (GAEC), are not aware and in some cases not well-informed about the exploits of the Commission and for that matter, the benefits stakeholders can derive from its nuclear technologies. Moreover, despite some level of media engagements by the Commission, there are clarion calls for the Commission to promote and publicize its endeavours, nuclear technologies and other related technologies. Therefore, the purpose of this study is to ascertain the strength of the employee-based brand equity of the Commission, by assessing non-scientists level of knowledge about nuclear technologies and their applications at the Ghana Atomic Energy Commission to determine their ability and suitability to help promote the GAEC brand and its technologies. To achieve this a quantitative research method was used for the data collection. One hundred and fifty questionnaires were administered in a survey and a total of 110 questionnaires were successfully retrieved, accounting for 75.8% of the total administered questionnaires. It was found that GAEC had a blend of communication channels for reaching its staff. Additionally, the Commission undertakes employee engagements on nuclear technologies. Except that the current approach of employee engagements is considered not to be effective. As a result, the overwhelming majority of non-scientific staff lacked knowledge of the Commission's mission statement and corporate values. Besides, more than half of the non-scientific staff had limited information on nuclear technologies of the Commission. Importantly, the findings revealed that the non-scientists were aware of their current predicaments of not having adequate knowledge of the Commission's brand and its nuclear technologies and therefore proffered ways to improve their knowledge of nuclear technologies.

Internal Branding of a University Business Through Building and Gaining from Employee-Based Brand Equity

ABSTRACT Like other businesses, universities spend to build their brands, but rarely measure the sources and benefits of brand equity, especially employee-based brand equity (EBBE). We borrowed from an EBBE model, the Associative Memory Network Theory, social information processing, and exchange theories to examine the impact of brand-related information generated and disseminated to employees in a private African university on role clarity, brand knowledge, brand commitment, and four EBBE benefits. Cross-sectional data was collected from 588 lecturers, administrators, and technical staff. Structural equation modeling results revealed that brand information generated and disseminated impacted role clarity, brand knowledge, and commitment. Brand commitment impacted three EBBE benefits: brand citizenship behavior, employee intention to stay in organization and spread positive word-of-mouth. Role clarity and brand knowledge were significant mediators. Thus, for sustainability, university managers should communicate explicitly through frequent verbal brand communications and orientation, and implicitly through behaviors that reflect brand prestige.

Employee and customer perspectives in discovering the antecedent and output relationships for hotel branding development

PurposeThe purpose of this study is to propose and develop an antecedent model from star hotel employee viewpoint and a consequence model for star hotel customers’ evaluation of the brand equity development process.Design/methodology/approachIn terms of the study setting, structural equation modelling was conducted. Study 1 used the views of 323 star hotels’ employees on the mutual relationships among employee-based brand equity, and Study 2 used 516 star hotels’ customer perspectives concerning the mutual relationships among customer-based brand equity.FindingsIn the antecedent model of Study 1 from an employee viewpoint, service quality is a foundational attribute of the indirect influences of brand equity development through brand promise, values and message. A moderating role of brand identity is also found. In the consequence model of Study 2 from the perspective of customers’ evaluation, mutual relationships of brand equity are identified, and social interactions are established that enhance the positive relationships among the different critical attributes of brand equity.Originality/valueAlthough numerous hotel branding studies have identified the consequences of hotels for employees, few have simultaneously considered employees and customer feedback in terms of star hotel branding. This research considers the bidirectional effects of such a comprehensive perspective.

Creating employee-based brand equity through integrated marketing communication and social media adoption: Indonesian private universities

The study employed a quantitative method to investigate the association between social media adoption, integrated marketing communication, and employee-based brand equity for 34 private universities in Jakarta, Indonesia. The study used a purposive sampling technique to select 67 essential staff members to participate in a questionnaire. Partial Least Square was utilized to assess the hypothesized associations between the constructs in the study using the structural model and the measurement model. Results of the output generated by PLS-SEM exhibit the significance of the Importance–Performance Matrix. The analysis indicates a substantial positive relationship between social media adoption, integrated marketing communication, and employee-based brand equity. The researchers found that the two endogenous latent variables of social media adoption and integrated marketing communication explained 41.1% of the variance in employee-based brand equity, with exogenous factors explaining the remaining 58.9%. The study's implications suggest that integrated marketing communication is critical in building brand equity for private universities in Jakarta, Indonesia. The findings could provide a valuable guide for formulating marketing communication strategies that prioritize social media adoption and integrated marketing communication techniques to improve employee-based brand equity. Overall, the study's findings provide important insights into the association between social media adoption, integrated marketing communication, and employee-based brand equity for private universities in Jakarta, Indonesia, and could have implications for other regional private educational institutions.

The progression in employer branding and employee based brand equity: Scholar API based systematic literature review

Aim/purpose – This paper systematically reviews the literature of employer branding (EB) and employee-based brand equity (EBBE) using the Application Programming Interface (API) provided by Google Scholar. While combining EB and EBBE this paper considers both the perspective of current, as well as potential employees and provides a systematization of knowledge related to organizational attractiveness and the impact of employees on the organizational brand. Design/methodology/approach – This study reviews the progresses in employer brand- ing since 2009 to 2022, therefore ranging from the time that the concept of employee- -based brand equity was proposed by King and Grace (2009). A four-stage process em- powered by was used to review the existing literature: 1) to identify the current tenden- cies Google Trends search was applied; 2) to search the databases and to identify the most active contributors (publishers and authors) the scholar API was used; 3) PRISMA-S checklist was applied to ensure the rigorousness of systematic literature review; 4) to expose the interdependence of the concepts a bibliometric analysis was conducted using VOSviewer 1.6.18 software; 5) finally this study proposes a comprehensive framework of employer branding. Findings – The research on employer branding has grown substantially in the past de- cades and various conceptual and empirical studies have advanced the knowledge of both employer and internal branding. Still, the progression in the literature is narrow due to complexity of the field. This study identifies the main dimensions of employer brand- ing and offers a comprehensive framework to systematize the current state of art. Research implications/limitations – The multidisciplinary nature of employer branding has led to a dispersed understanding of constructs and applications in the academic stud- ies. This study focuses on the marketing/branding perspective and does not consider the studies grounded purely in human resource management. Originality/value/contribution – This study increases our understanding of the current literature and new research trends in employer branding and employee-based brand equity. Additionally, it explains the link between EB and EBBE. While applying the recently developed scholar API and artificial intelligence empowered software to conduct the systematic review, this study creates a procedure that can be used by researchers in an array of fields. Keywords: employer brand, employee-based brand equity, scholar API-based systematic literature review. JEL Classification: M51, M31.

Role of employee loneliness, job uncertainty and psychological distress in employee-based brand equity: Mediating role of employee exhaustion.

Employee-based brand equity plays a crucial role in building organizations' brand equity, and organizations strive to maintain it because of its stimulating effect on competitive achievement. Based on psychological contract and stress theory, this study developed a model that points out the antecedents which can play an adverse role in the EBBE building process. This study explores the role of employee loneliness, job uncertainty, and psychological distress on employee-based brand equity. This study also explores the mediating role of emotional exhaustion in these relationships. For the empirical analyses of the model, this study gathered data based on a 459 sample size under a time-lag approach from the employees of clothing brands in China. This study analyzed the data through partial least square structural equation modeling (PLS-SEM). For this purpose, SmartPLS software was used. The outcomes revealed that employee loneliness has no direct relationship with employee-based brand equity; however, job uncertainty and psychological distress negatively influence employee-based brand equity, such as job uncertainty and psychological distress reduce employee-brand-based equity. Moreover, emotional exhaustion mediates the relationship between employee loneliness and employee-based brand equity and job uncertainty and employee-based brand equity; however, emotional exhaustion does not mediate the relationship between psychological distress and employee-based brand equity. Finally, practical implications, limitations, and future directions are discussed in this study.

Impact of Organizational Brand-Building Strategies on Organizational Brand Equity: A Moderating Role of Brand-Oriented Leadership.

In this era of competition, branding is an essential marketing tool for organizations to compete in today's dynamic markets. Organizations should realize the importance of employee-based brand equity from the perspectives of customer branding and financial performance. Employee-based brand equity plays a crucial role in building organizational brand equity. This study conceptualized a model that helps the practitioners to build employee-based brand equity and organizational brand equity. This study examines the role of organizational brand-building strategies and brand-oriented leadership in promoting employee-based brand equity and organizational brand equity. This study collected data from the employees of various beverage companies in China. This study analyzed data through partial least square structural equation modeling using Smart PLS 3. This study found a positive direct association between organizational brand-building strategies and employee-based brand equity. However, according to the results, no direct association was found between organizational brand-building strategies and organizational brand equity. This study also confirms that organizational brand-building strategies indirectly promote organizational brand equity through employee-based brand equity. Moreover, this study demonstrates that brand-oriented leadership directly influences employee-based brand equity and organizational brand equity but negatively moderates the relationship between organizational brand-building strategies and employee-based brand equity. No moderation was found in the relationship between organizational brand-building strategies and organizational brand equity. Finally, the practical and theoretical implications of this study are discussed.

Impact of Knowledge Dissemination on Employee-Based Brand Equity: Mediating Role of Brand Identification and Emotional Attachment.

The challenging competitive situation in the market forces the organizations to recognize the crucial role of branding. Many studies focused on financial and customer perspectives and ignored the importance of employee-based brand building in the organization. Employee-based brand equity plays a vital role in increasing organizational performance. Hence, this study puts effort into brand-building and recognized many factors that develop employee-based brand equity for organizations. This study examines the role of internal knowledge dissemination and employees-based brand equity through brand identification and emotional attachment. This study also assesses the direct relationship between internal knowledge dissemination and brand identification, internal knowledge dissemination and emotional attachment, brand identification and employee-based brand equity, and emotional attachment and employee-based brand equity. For this purpose, this study adopts a convenient sampling technique and questionnaire survey method and gathered data with 712 sample sizes from employees of various clothing brands in China. For empirical examination of the data, this study considers the partial least square structural equation modeling technique and analyzed data using the Smart PLS 3.3.3 software. The outcomes revealed that internal knowledge dissemination negatively influences employee-based brand equity. This study finds a positive direct association between internal knowledge dissemination and brand identification, internal knowledge dissemination and emotional attachment, brand identification and employee-based brand equity, and emotional attachment and employee-based brand equity. Moreover, this study finds that emotional attachment and brand identification positively mediate the relationship between internal knowledge dissemination and employee-based brand equity. The findings of this study provide an insight to the organizations that effective dissemination of the internal knowledge enhances employees’ brand identification and their emotional attachments. Consequently, these positive attributes of employees play a constructive role in creating employee-based brand equity. This study also has some valuable theoretical and practical implications.

The Interplay of Servant Leader and Interpersonal Trust in Predicting Employee-Based Brand Equity: Moderating Role of Ethical Work Climate.

Although servant leadership may be equipped to provide a leadership model that addresses the issues of the modern workforce, little literature is available regarding the relationship between servant leadership and employee brand-based equity. This study contends to address this gap for which data have been collected from the service industry under a cross-sectional research design by distributing 410 questionnaires among the participants, out of which 337 were received back. After discarding the partially filled and incomplete responses, the useable responses were 314. Data were analyzed via the Smart PLS approach by applying the structural equation modeling technique. Results indicate that servant leadership directly increased the employee-based brand equity by the mediating role of interpersonal trust. However, this study has not established the moderating role of an ethical work climate.

Brand Knowledge and Organizational Loyalty as Antecedents of Employee-Based Brand Equity: Mediating Role of Organizational Culture.

This study tends to explore the impact of brand knowledge and organizational loyalty under the mediating role of organizational culture on employee-based brand equity (EBBE). For this purpose, employees of the hospitality sector were contacted to collect data through personally administrated questionnaires. Already established scales were used to devise instruments. Data were collected in two waves to minimize the common method bias. In the first wave, a total of 600 questionnaires were distributed, out of which 400 were received back, while in the second wave, remaining respondents were approached who have filled the survey in the first wave, and only 320 were received back, from which the partial and incomplete questionnaires were discarded, and at the end, 306 questionnaires were left. These final and completed responses were used for the data analysis and inferential purpose in this study. Collected data have been analyzed through Structural Equation Modeling by using Smart PLS 3 software. The assessment of measurement and structural model indicated a good model fit, and results indicate that EBBE is influenced by organizational loyalty and brand knowledge positively. Moreover, the mediating role of organizational culture has also been proved.

Social and Moral Practices of the Organizations and Employee-Based Brand Equity: Female Digital Labor Perspective.

This study investigates the role of socially responsible management as a significant determining factor for employees’ morale engagement (EME), employee vitality (EV), and employee-based brand equity (EBBE). Human resource management policies and strategies are important for addressing the interests of the employees and boosting the overall effectiveness of the organization. To examine this, this study analyzes the role of socially responsible management and organizational morality on EME with the mediation of EV. Also, the study examines the role of EME in EBBE. To conduct this study, the data were obtained from 310 female employees working in software houses from home in China. The sampling technique used in the study is purposive sampling. A partial least square structural equation modeling technique is used to analyze the data of the study. The study found that socially responsible management has a positive effect on both EME and EV. The study also reveals that organizational morality has a positive impact on EME and consequently impacts the EBBE in a positive way. The results of the mediation analysis show that EV mediates the relationship between socially responsible management and EME. The study provides practical implications, explaining the strategies and policies that can be adopted by the HR department of the organization to boost employee interests. The study also provides some limitations and future recommendations, such as sample size, the context of the study, and adding new variables to the existing framework.

Teachers' Value Consonance and Employee-Based Brand Equity: The Mediating Role of Belongingness and Self-Efficacy.

This study investigated the impact of value consonance on employee-based brand equity through the mediating role of teachers' self-efficacy and belongingness. For this purpose, a deductive approach was followed, and data were collected under a cross-sectional research design from academia through a questionnaire. Prior approval from the administration was sought before administrating the questionnaire on a large scale and a sample of 520 teachers was approached in the first phase. At this stage, 418 answered questionnaires were received, while in the second wave, questions related to the teacher's self-efficacy and employee-based brand equity were asked from the respondents. Out of these 418 re-distributed questionnaires, 387 were received back and after discarding the partially filled and incomplete questionnaires, the useable sample size was left as 372. Data have been analyzed by using the structural equation modeling technique, which was assessed through measurement and structural model. Results indicate that value consonance can promote positive behaviors in the workplace. Moreover, teachers with high self-efficacy can develop based on brand equity. Similarly, employees with high-value consonance develop a sense of belongingness with their academic institutes. Limitations and future directions are also discussed.

How posting in social networks affects employee-based brand equity

PurposeThough employees are important stakeholders of a brand, their role in building brand equity has long been neglected. This study aims to deepen the understanding of employees’ brand co-creation efforts and their contribution to employee-based brand equity (EBBE).Design/methodology/approachThe study analyses implicit and explicit communication activities by employees on the social media network LinkedIn and quantifies the contribution of their posts to EBBE. Data has been gathered from more than 1,300 posts and 130 private accounts, representing different employee groups of five corporate brands.FindingsThe investigation illustrates the high importance of brand co-creation in social networks by employees and helps practitioners to better understand the underlying processes.Research limitations/implicationsCase-study research has limitations of generalisability. However, the authors unveil important limits to exploiting the autonomy of employees’ word-of-mouth communication.Practical implicationsUnder a co-creative perspective, every social media activity of an employee can be a positive contribution to a brand’s equity. Therefore, companies should closely monitor EBBE.Originality/valueThe authors draw on basic conceptual insights and empirical work by other researchers but extend and interpret them in a new context. The study provides initial indications of key antecedents of and barriers to successful management of employees’ brand co-creation activities.

Characterizing Brand Knowledge and Identification as Predictors of Consumer-Based Brand Equity: Mediating Role of Employee-Based Brand Equity.

Branding has been a key factor for the software houses, mainly customers’ expectations for a predicted product and real-time experience. The identity and knowledge of brands set a certain set of expectations in the mind of the consumers and the organization’s employees. This study mainly investigates the effects of brand identity and brand knowledge on the employee-based brand equity (EBBE) and consumer-based brand equity (CBBE). Further, it examined the mediating role of EBBE among these variables. To complete this empirical study, a quantitative survey was conducted using a 30-item survey method to collect data from 243 respondents from China’s software houses. The participants were selected based on purposive sampling. Results show that brand identity and brand knowledge are the main constituents of EBBE, which significantly predicts the CBBE. The study highlights the importance of employees in building overall brand equity. Training and brand promotion activities would help the organizations build a brand identity that positively contributes to the EBBE. Further, brand identity and brand knowledge are needed to improve the human capital, engagement of employees, and their emotional affiliations with the organizations, ultimately making the brand equity of employees stronger.