Internal branding process: key mechanisms, outcomes and moderating factors

K. Punjaisri, A.M. Wilson

Research output: Contribution to journalArticle

91 Citations (Scopus)

Abstract

This study seeks to focus on front-line service employees and their views of internal branding and the extent to which personal and job-specific factors impact on the success of internal branding in the reinforcement of brand identification and brand loyalty among service employees. The research, based on a multiple case study representing the hotel industry in Thailand, involved the completion of 30 in-depth qualitative interviews with customer-interface employees followed by a quantitative survey with 680 customer-interface employees located in five major hotels. Corporate service brands need to coordinate internal branding activity to enhance their employees’ identification with, commitment to, and loyalty to, the brand. The relationships between
the concepts of identification, commitment and loyalty of employees are determined. Personal variables such as age, education, and length of service as well as situational factors regarding their work environment are found to have moderating effects on the effectiveness of the internal branding process. The paper highlights the importance of internal branding on employees’ brand identification, commitment and loyalty. However, management should also be aware that the impact of internal branding would not be constant across all employees within an organisation. Personal variables such as age, educational background, and length of service with the brand should also be taken into account. The impact of internal branding on an employee’s attitudes and behaviour are heightened when employees are satisfied with their workplace. As such, internal branding cannot be looked at in isolation and is unlikely to be successful if the work environment is not conducive to the employees and the brand values. Much of the work on internal branding is conceptual and based on small-scale studies undertaken with management or consultants. This paper provides empirical evidence from the front-line service employees’ perspective on the relationships between internal branding and brand identification, brand commitment, brand loyalty and brand performance. It also provides an empirical investigation of potential moderators for internal branding.
LanguageEnglish
Pages1521-1537
Number of pages17
JournalEuropean Journal of Marketing
Volume45
Issue number9/10
DOIs
Publication statusPublished - 2011

Fingerprint

Factors
Internal branding
Employees
Service employees
Loyalty
Brand identification
Education
Brand loyalty
Work environment
Work place
Consultants
Brand value
Empirical investigation
Hotel industry
Service brand
Hotels
Empirical evidence
Brand commitment
Moderator
Brand performance

Keywords

  • internal branding
  • branding process
  • branding outcomes
  • employees
  • Thailand

Cite this

@article{229ddcd0c923432d96a95cc3f3f13018,
title = "Internal branding process: key mechanisms, outcomes and moderating factors",
abstract = "This study seeks to focus on front-line service employees and their views of internal branding and the extent to which personal and job-specific factors impact on the success of internal branding in the reinforcement of brand identification and brand loyalty among service employees. The research, based on a multiple case study representing the hotel industry in Thailand, involved the completion of 30 in-depth qualitative interviews with customer-interface employees followed by a quantitative survey with 680 customer-interface employees located in five major hotels. Corporate service brands need to coordinate internal branding activity to enhance their employees’ identification with, commitment to, and loyalty to, the brand. The relationships betweenthe concepts of identification, commitment and loyalty of employees are determined. Personal variables such as age, education, and length of service as well as situational factors regarding their work environment are found to have moderating effects on the effectiveness of the internal branding process. The paper highlights the importance of internal branding on employees’ brand identification, commitment and loyalty. However, management should also be aware that the impact of internal branding would not be constant across all employees within an organisation. Personal variables such as age, educational background, and length of service with the brand should also be taken into account. The impact of internal branding on an employee’s attitudes and behaviour are heightened when employees are satisfied with their workplace. As such, internal branding cannot be looked at in isolation and is unlikely to be successful if the work environment is not conducive to the employees and the brand values. Much of the work on internal branding is conceptual and based on small-scale studies undertaken with management or consultants. This paper provides empirical evidence from the front-line service employees’ perspective on the relationships between internal branding and brand identification, brand commitment, brand loyalty and brand performance. It also provides an empirical investigation of potential moderators for internal branding.",
keywords = "internal branding, branding process, branding outcomes, employees, Thailand",
author = "K. Punjaisri and A.M. Wilson",
year = "2011",
doi = "10.1108/03090561111151871",
language = "English",
volume = "45",
pages = "1521--1537",
journal = "European Journal of Marketing",
issn = "0309-0566",
publisher = "Emerald Publishing Limited",
number = "9/10",

}

Internal branding process : key mechanisms, outcomes and moderating factors. / Punjaisri, K.; Wilson, A.M.

In: European Journal of Marketing, Vol. 45, No. 9/10, 2011, p. 1521-1537.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Internal branding process

T2 - European Journal of Marketing

AU - Punjaisri, K.

AU - Wilson, A.M.

PY - 2011

Y1 - 2011

N2 - This study seeks to focus on front-line service employees and their views of internal branding and the extent to which personal and job-specific factors impact on the success of internal branding in the reinforcement of brand identification and brand loyalty among service employees. The research, based on a multiple case study representing the hotel industry in Thailand, involved the completion of 30 in-depth qualitative interviews with customer-interface employees followed by a quantitative survey with 680 customer-interface employees located in five major hotels. Corporate service brands need to coordinate internal branding activity to enhance their employees’ identification with, commitment to, and loyalty to, the brand. The relationships betweenthe concepts of identification, commitment and loyalty of employees are determined. Personal variables such as age, education, and length of service as well as situational factors regarding their work environment are found to have moderating effects on the effectiveness of the internal branding process. The paper highlights the importance of internal branding on employees’ brand identification, commitment and loyalty. However, management should also be aware that the impact of internal branding would not be constant across all employees within an organisation. Personal variables such as age, educational background, and length of service with the brand should also be taken into account. The impact of internal branding on an employee’s attitudes and behaviour are heightened when employees are satisfied with their workplace. As such, internal branding cannot be looked at in isolation and is unlikely to be successful if the work environment is not conducive to the employees and the brand values. Much of the work on internal branding is conceptual and based on small-scale studies undertaken with management or consultants. This paper provides empirical evidence from the front-line service employees’ perspective on the relationships between internal branding and brand identification, brand commitment, brand loyalty and brand performance. It also provides an empirical investigation of potential moderators for internal branding.

AB - This study seeks to focus on front-line service employees and their views of internal branding and the extent to which personal and job-specific factors impact on the success of internal branding in the reinforcement of brand identification and brand loyalty among service employees. The research, based on a multiple case study representing the hotel industry in Thailand, involved the completion of 30 in-depth qualitative interviews with customer-interface employees followed by a quantitative survey with 680 customer-interface employees located in five major hotels. Corporate service brands need to coordinate internal branding activity to enhance their employees’ identification with, commitment to, and loyalty to, the brand. The relationships betweenthe concepts of identification, commitment and loyalty of employees are determined. Personal variables such as age, education, and length of service as well as situational factors regarding their work environment are found to have moderating effects on the effectiveness of the internal branding process. The paper highlights the importance of internal branding on employees’ brand identification, commitment and loyalty. However, management should also be aware that the impact of internal branding would not be constant across all employees within an organisation. Personal variables such as age, educational background, and length of service with the brand should also be taken into account. The impact of internal branding on an employee’s attitudes and behaviour are heightened when employees are satisfied with their workplace. As such, internal branding cannot be looked at in isolation and is unlikely to be successful if the work environment is not conducive to the employees and the brand values. Much of the work on internal branding is conceptual and based on small-scale studies undertaken with management or consultants. This paper provides empirical evidence from the front-line service employees’ perspective on the relationships between internal branding and brand identification, brand commitment, brand loyalty and brand performance. It also provides an empirical investigation of potential moderators for internal branding.

KW - internal branding

KW - branding process

KW - branding outcomes

KW - employees

KW - Thailand

U2 - 10.1108/03090561111151871

DO - 10.1108/03090561111151871

M3 - Article

VL - 45

SP - 1521

EP - 1537

JO - European Journal of Marketing

JF - European Journal of Marketing

SN - 0309-0566

IS - 9/10

ER -