Employer branding

About: Employer branding is a research topic. Over the lifetime, 1555 publications have been published within this topic receiving 54897 citations.

Determinants of innovation and creativity in corporate branding: Findings from Denmark

Abstract: Recent innovation literature describes a move from purely technical innovations towards more strategic innovations based upon social relations, a concept at the core of newer brand management and relationship marketing theories. Organisations that depend on innovation and have also adopted corporate branding as their management philosophy are therefore suggested to rely on a brand management philosophy characterised by a high innovation and creativity climate. Using the Creative Climate Questionnaire, the study presented here compares the climate measured in the corporate branding departments of two large Danish companies with existing empirical reference material for very creative and innovative companies. The study results reveal that the climate in the corporate branding departments is at the same high level as the reference material. Further, by use of structural equation modelling the main driver for improving the overall perceived climate is identified as the organisation's capability of creating debates such as discussions about different viewpoints, ideas, experiences and knowledge.

Corporate social investment and branding in the new South Africa

Abstract: South African brand managers are discovering that the savvy use of corporate social investment (CSI) policies is making them more competitive and giving their brands high local profile. Savvy CSI programmes on the part of banks, game lodges, small businesses and even multi-nationals like Anglo American and De Beers have already proven to be an excellent means of promoting brand loyalty in a country where increasingly more consumers are looking to businesses to help solve the myriad economic and social inequalities the country has been bequeathed by the previous government. The author contends that businesses that hope to flourish in South Africa have learned that it is in their interests for their brands to stand for these values and beliefs with regard to society's transformation and to embrace a policy of transparency in their corporate dealings and social upliftment programmes. Brands that have successfully melded corporate social responsiblity (CSR) initiatives with traditional brand management have created what the author refers to as a policy of values-led branding that is catching on across the country and becoming de rigueur for modern South African brand management. The initiatives that South African companies have promoted in this politically and culturally hypersensitive microcosm of first and third world branding concerns may became emblematic for companies across the world which hope to utilise CSI and CSR programmes to build their brand image against powerful competitors struggling against the brunt of global activism.

The internal branding process and financial performance in service companies: An examination of the required steps

Abstract: The objective of this study is to test how internal branding affects financial performance in service companies. Our hypothesized model suggests that internal branding has an indirect effect on financial performance (measured in terms of turnover growth and profitability growth) through brand values adoption, organizational commitment, brand performance and market performance. Structural equation modeling is used for testing the model. The data set consisted of 124 effective responses from Finnish service companies. Importantly, differing from the majority of earlier studies, financial performance is measured with objective data. The effects of internal branding proceed sequentially from inside an organization to the outside, showing that its impact on financial performance is a result of a relatively complex process mediated by several factors. The results reveal that internal branding indirectly affects brand performance and market performance, but not financial performance.

Employer Branding: A Potent Organizational Tool for Enhancing Competitive Advantage

Abstract: Attracting the right talent and retaining it has become a critical aspect for business success. The employer brand encompasses the firm’s value system, policies and behaviors towards the objectives of attracting, motivating and retaining the firm’s current and potential employees. Employer branding is about capturing the essence of a company in a way that engages employees and other stakeholders. It is a set of attributes and qualities that makes an organization distinctive and promises a particular kind of employment experience. Employees are the most important internal stakeholders as they play a vital role in the growth and sustainability of the organization. This study is a comparative analysis of the employee perspective towards the branding practices adopted by the hotels and reveals that there exists a significant difference in the branding practices of the hotels.

Implications of brand communities for rival brands: Negative brand ratings, negative stereotyping of their consumers and negative word-of-mouth

Abstract: The importance of understanding competitive influences in the marketplace is well understood, but most prior brand community research has focused on the positive ramifications for the focal brand rather than on the negative repercussions for competing brands. This research introduces a conceptual model that uses Social Identity Theory and the Stereotype Content Model (SCM) as theoretical frameworks for investigating negative word-of-mouth (NWOM) about out-group brands, negative ratings of out-group brands and negative stereotyping of out-group brand consumers by brand community members. Using a Macintosh User Group (MUG) as the research context, the results of the study demonstrate that as MUG members more strongly identify with the community they perceive themselves to be more prototypical members. Higher levels of prototypicality are then shown to lead to lower out-group brand ratings that, in turn, lead to increased negative stereotyping of out-group brand consumers along both dimensions of the SCM (warmth and competence) and to increased NWOM about out-group brands. Based on the support found for the conceptual model, theoretical and managerial implications are discussed.