Relationship between integrated communication effectiveness and employee-based brand equity – mediating role of psychological contract fulfillment
07 May 2021-Journal of Product & Brand Management (Emerald Publishing Limited)-Vol. 30, Iss: 6, pp 883-897
TL;DR: In this paper, the authors proposed that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP), which results in positive employee behavior in the form of EBBE benefits.
Abstract: This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits.,The study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices.,The findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE.,This study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.
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TL;DR: Galván-Vela et al. as mentioned in this paper explored how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings, and found that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied.
Abstract: PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.
7 citations
TL;DR: In this paper , the authors examined the impact of brand equity on customer brand advocacy and found that brand equity positively affects brand advocacy, while customer social participation (CSP) positively influences brand equity.
Abstract: Brand equity brings about a plethora of positive outcomes for customers (e.g., customer brand advocacy, consumer preference, brand choice, and positive word-of-mouth) and for organizations (such as brand reputation, market success, and market share). Despite the importance of brand equity in hotels, there are few previous studies in the field that have examined hotel brand equity and the factors that influence it. Therefore, it is necessary to investigate brand equity in hotels and identify the factors that affect it, such as customer social participation (CSP). Additionally, the research aimed to examine the impact of brand equity on customer brand advocacy. For accomplishing these objectives and testing the study hypotheses, the questionnaire was used as a data collection tool. The questionnaire forms were distributed to a convenience sample of 760 customers from 19 investigated hotels in Greater Cairo. However, 456 valid questionnaires were analyzed, with a response rate of 60 percent. The main results showed that CSP was found to positively influence all five dimensions of brand equity. Furthermore, the results showed that brand equity positively affects brand advocacy. Therefore, hotel practitioners should continue to work on improving the areas of CSP in social media brand communities (SMBC), brand equity, and customer brand advocacy by actively managing their own SMBC, focusing on various gratifications obtained in the context of social media (e.g., incentives), and enhancing the brand communities, which smooth the progress of customer brand advocacy.
1 citations
TL;DR: In this paper , the authors investigated the impact of perception of justice perception of the employees on three dimensions of employee-based brand equity under the mediating role of psychological contract fulfillment.
Abstract: This study aims to investigate the impact of justice perception of the employees on three dimensions of employee-based brand equity (EBBE) under the mediating role of psychological contract fulfillment. For this purpose, data have been collected from the employees of the education industry under the convenience sampling technique. In this regard, a survey method was used, and questionnaires were distributed among 420 respondents, out of which 310 questionnaires were received back, and after discarding 32 partially filled questionnaires, useable responses were left (279 observations). Data have been analyzed through structural equation modeling, and the partial least square (PLS)-SEM approach has been used in this regard through the Smart PLS software. Measurement and structural models were assessed, and all the indicators of reliability and validity have been found to be fit. Path estimation indicates that perception of justice promotes brand endorsement and brand allegiance, while the relationship of perception of justice and brand-consistent behavior has not been found statistically significant. Moreover, it has also been found that perception of justice ensures employees that their psychological contract has been met. In addition, psychological contract fulfillment has found a mediating mechanism between the perception of justice and the three dimensions of EBBE.
TL;DR: In this article , a review of the literature on brand equity in the digital era is presented by spotting gaps and finding fruitful areas for future research, and a bibliometric analysis followed by a narrative review of articles published in the Web of Science database is conducted.
Abstract: Keller’s seminal paper on “Conceptualizing, Measuring and Managing Customer-Based Brand Equity” published in 1993 in the Journal of Marketing represents a starting point for researching the brand equity construct. However, in the last 10 years, with tremendous development of (communication) technology and, lately, with COVID-19 pandemic, things have changed and most brands moved their businesses to the on-line environment. Because of that, the concept of brand equity should be reconsidered. This paper reviews literature on brand equity in digital era by spotting gaps and finding fruitful areas for future research. To that end, bibliometric analysis followed by a narrative review of articles published in the Web of Science database is conducted. The paper will contribute to the brand management literature by offering streams for new research.
TL;DR: In this paper , the authors explored how a major external crisis, like the COVID-19 pandemic, affects employees' perception of their employers, as a result of changes in internal communication practices.
Abstract: This study explores how a major external crisis, like the COVID-19 pandemic, affects employees' perception of their employers, as a result of changes in internal communication practices. A total of 3457 employees filled out a questionnaire on internal communication satisfaction and employer attractiveness; 1805 just before the first COVID-19 outbreak in Europe and 1652 after the first outbreak. Multi-group structural equation modelling was conducted to examine how the relationship between internal communication satisfaction and employer attractiveness changed as a result of the crisis. The effect of different internal communication aspects on employer attractiveness was altered. Horizontal communication remained only significant determinant of positive employer perception even after the crisis. Channels of internal communication and informal internal communication lost their significant influence on employer perception, whereas communication climate and level of available corporate information gained significant influence. This study elucidates how an external crisis alters the relationship between internal communication and employer branding and can help organizations optimize their communication strategies during and after a major crisis to retain and attract desired employees.
References
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TL;DR: In this article, the authors examined the relationship between internal branding and employees' brand supporting behavior mediated by role clarity, affective commitment and continuance commitment to provide insights into the way in which employees can become brand champions.
Abstract: This paper aims to study the effect of internal branding on brand supporting behaviour (in-role and extra-role) of bank employees in Egypt. It proposes a model which examines the relationship between internal branding and employees’ brand supporting behavior, mediated by employees’ role clarity, affective commitment and continuance commitment, to provide insights into the way in which employees can become brand champions.,A single cross-sectional descriptive research was employed. A questionnaire was used to collect data from 400 frontline bank employees. Confirmatory factor analysis was used to test the validity of the scales, and structural equation modelling was used to test the research hypotheses.,The results showed that internal branding did not have a direct significant impact on employees’ in-role and extra-role behaviour. However, that impact only took place through employees’ role clarity and their affective commitment.,The findings suggest that banks can differentiate their offers and build powerful corporate brands through their employees’ brand supporting behaviour. Therefore, bank managers need to consider internal branding within the context of a corporate marketing orientation. Moreover, enhancing employees’ role clarity and affective commitment will ensure sustainable brand supporting behaviour.,This research is the first quantitative study to examine the impact of role clarity and continuance commitment as possible mediators to the proposed relationship. It further adds up to the internal branding literature, which is mostly qualitative or conceptual and thus suffers from limited conclusive evidence in terms of internal branding benefits and practical implications.
51 citations
TL;DR: In this article, the authors chart the evolution of corporate brand management from an organization-centric view based on control to one rooted in a participative cocreated perspective where multiple stakeholders help to build and enrich the brand.
Abstract: In this article we chart the evolution of corporate brand management from an organization-centric view based on control to one rooted in a participative cocreated perspective where multiple stakeholders help to build and enrich the brand. This shift challenges many of the traditional models of corporate brand management and recognizes the importance of meeting the needs and desires of stakeholders through the adoption of a conscientious approach built on responsibility and a commitment to fairness. We illustrate our argument with such examples as Danone, SAP, Tata, Unilever and Patagonia and conclude with a research agenda to explore further the nascent field of conscientious corporate brands.
48 citations
TL;DR: In this article, the authors examined the impact of employee-based brand equity and perceived environmental uncertainty (PEU) on firm performance and found that PEU affected employee brand equity significantly stronger in the UK than in the UAE.
Abstract: Purpose
This paper aims to examine the impact of employee-based brand equity (EBBE) and perceived environmental uncertainty (PEU) on firm performance.
Design/methodology/approach
Data were collected through an e-mail survey from fast-moving consumer goods (FMCG) firms in the UK and UAE. Sample sectors included cosmetics and toiletries, household care products, packaged food, soft drinks and tobacco firms. Quantitative data were analyzed using structural equation modeling.
Findings
The results suggest strong support for the hypothesized relationships, thereby providing strong validation for the proposed model. One interesting finding was that the PEU affected employee brand equity significantly stronger in the UK than in the UAE. This phenomenon is explained in the discussion section.
Research limitations/implications
Although several studies have indicated several other elements for EBBE, such as brand commitment and brand citizen behavior, the authors borrowed King et al.’s (2012) EBBE concept and limited their variables on EBBE for brand endorsement, brand allegiance and brand consistent behavior.
Practical implications
Knowledge is expanded through an empirical study validating the proposed model, which provides meaningful insights for developing training tools for internal brand management. Firms have to increase the brand manager’s commitment to increase the employee brand equity, which in turn increases the firm’s performance.
Originality/value
This paper makes three imperative contributions to the branding literature: expanding the existing brand equity literature to incorporate employee brand equity; being the first known empirically tested PEU on employee brand equity; and empirically testing employee brand equity, which has been ignored in branding literature on firm performance.
43 citations
TL;DR: In this article, a hierarchical regression analysis was performed to evaluate the impact of various social media activity outcomes on brand equity and the classification of firms which benefit from the various types of social media activities.
Abstract: Firms are increasingly using social media platforms to engage with individuals, as it is recognized that a firm’s social media activity outcomes, such as number of user comments, followers or likes, impact brand equity. This study aims to evaluate both the extent that these social media activity outcomes relate to brand equity and the classification of firms which benefit from the various types of social media activity outcomes.,This study identifies various components of social media activity and then captures specific social media activity outcomes for Fortune 500 firms. This study then performs a hierarchical regression analysis to assess the impact of the various social media activity outcomes on brand equity.,The results show significant relationships of social media activity outcomes with brand equity. The activity outcome measures of social networking and content communities platform are significantly related to a firm’s brand equity. This study also found that the social media activity outcome levels of various types of social media platforms are contingent upon a firm’s brand country of origin and industry classification type.,The results help firms gain a clearer view of potential applications of social media platforms, thus improving their understanding of the impact of social media. This study can enhance social media strategy and design tactics to improve brand equity. The findings can also guide firms in evaluating which social media activity outcomes enhance brand equity.,The results highlight that activity outcomes in a firm’s selected content communities platform and social networking platform are related to brand equity.
32 citations
TL;DR: This study aimed to investigate how scenario-based planning can be combined with organisational change navigation and how this integrated process should be aligned with the prerequisites imposed by a developing country context and an Afro-centric leadership perspective in order to make the process more context relevant and aligned.
Abstract: Orientation: In the hyper turbulent context faced currently by organisations, more flexible strategic planning approaches, such as scenario planning which take into account a more comprehensive range of possible futures for an organisation, will position organisations better than conventional forecast and estimates that depend only on a single, linearly extrapolated, strategic response. Research purpose: This study aimed to investigate how scenario-based planning (a strictly cognitive management tool) can be combined with organisational change navigation (a practice addressing the emotionality of change) and how this integrated process should be aligned with the prerequisites imposed by a developing country context and an Afro-centric leadership perspective in order to make the process more context relevant and aligned. Motivation for the study: The integration of organisational change navigation with conventional scenario based planning, as well as the incorporation of the perquisites of a developing countries and an Afro-centric leadership perspective, will give organisations a more robust, holistic strategic management tool that will add significantly more value within a rapidly, radically and unpredictably changing world. Research design, approach and method: The adopted research approach comprised a combination of the sourcing of the latest thinking in the literature (the ‘theory’) as well as the views of seasoned practitioners of scenario planning (the ‘practice’) through an iterative research process, moving between theory and practice, back to practice and finally returning to theory in order to arrive at a validated expanded and enhanced scenario-based planning process which is both theory and practice ‘proof’. Main findings: A management tool incorporating the change navigation and the unique features of developing countries and Afro-centric leadership was formulated and empirically validated. This management tool is referred to as a change navigation based, scenario planning process (CNBSPP). Practical/managerial implications: CNBSPP is available for use by organisations wishing to apply a strategic planning tool that fits within a developing country context and an Afro-centric leadership approach. Contribution/value add: The research makes a unique contribution to the current level of knowledge by integrating two disciplines usually practised independently of one another, namely scenario-based planning and organisational change navigation. It also embedded the process into a different context of application, that is, the developed world as viewed from an Afro-centric leadership perspective.
31 citations