Journal ArticleDOI
Does Internal Brand Management really drive Brand Commitment in Shared-Service Call Centers?
Christoph Burmann,Verena König +1 more
TLDR
In this paper, the authors present a holistic model for the analysis of brand commitment in shared-service call centers as a central tool of internal brand management and show that the majority of brand levers create a brandoriented atmosphere through a more human and social brand-oriented communication by managers of a client's brand and the shared service call centers.Abstract:
It is widely acknowledged that brand commitment of employees, which is defined as the extent of employee's psychological attachment to a brand, is an important factor for the effectiveness of brand management. However, while shared-service call centers are increasingly involved in the process of brand building, little is known about internal brand management within call centers. This is surprising because shared-service call center agents often deal with multiple brands, and the working environment is emotionally stressful. Furthermore, the influence of the representatives of a client's brand on the internal brand management in shared-service call centers is limited. This raises the question of whether and how shared-service call center agents can develop a brand commitment (BC) under such conditions. This article presents the conceptualization and testing of a holistic model for the analysis of BC in shared-service call centers as a central tool of internal brand management. The model provides a quantitative assessment of internal brand management within call centers working for a German media company. An empirical analysis reveals that levers in the field of brand-oriented communication significantly influence BC. They are more important than empowerment and promotional prospects. The majority of brand levers create a brand-oriented atmosphere through a more ‘human and social’ brand-oriented communication by managers of a client's brand and the shared-service call centers. This suggests that internal brand management in shared-service call centers does not always mean higher costs.read more
Citations
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Journal ArticleDOI
Internal branding process: Exploring the role of mediators in top management's leadership–commitment relationship
TL;DR: In this article, the authors explored the relationship between brand-oriented leadership and brand commitment and found that the importance of top management's leadership in internal branding and its role in achieving employees' emotional attachment to the brand.
Journal ArticleDOI
The importance of employee brand understanding, brand identification, and brand commitment in realizing brand citizenship behaviour
TL;DR: In this paper, the authors developed comprehensive definitions, conceptualizations and measures of four internal brand management (IBM) outcomes, namely, brand understanding, brand identification, brand commitment and brand citizenship behaviour (BCB).
Journal ArticleDOI
Mapping the domain of the fragmented field of internal branding
Fathima Saleem,Oriol Iglesias +1 more
TL;DR: In this paper, a systematic review of the internal branding and employer branding literature following previously established procedures was conducted, and the authors concluded that internal branding comprises five key components within a supportive corporate culture, namely, brand ideologies, brand leadership, brand-centred human resource management (HRM), internal brand communication and internal brand communities.
Journal Article
Refashioning organizational boundaries: Outsourcing customer service work
Janet Walsh,Stephen Deary +1 more
TL;DR: In this article, the authors examined employees' perceptions of their work and employment arrangements in both an in-house producer and an external service provider and identified and compared the factors that shape their organizational commitment and intentions to quit.
Journal ArticleDOI
Service quality of frontline employees: A profile deviation analysis
TL;DR: In this article, the authors conducted a comparative study between frontline employees in phone and face-to-face service encounters for a retail bank, and compared the top performers in service quality in relation to three components of organizational commitment and their demographics by applying a profile deviation analysis.
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