Internal branding affecting brand citizenship behavior of office staff in Ho Chi Minh city
Bao Trung/ MICA 2018 Proceedings
International Conference on Marketing in the Connected Age (MICA-2018), October 6th, 2018
Danang City, Vietnam
Internal Branding Affecting Brand Citizenship Behavior of
Office Staff in Ho Chi Minh City
Bao Trunga*
aUniversity of Finance - Marketing, Ho Chi Minh City, Vietnam
A B S T R A C T
This study examines the internal branding factors that influence brand citizenship behavior (BCB). It suggests
managerial implications to enhance brand citizenship behavior. Data were collected from a direct survey of
193 office employees, measuring based on a scale of King & Grace's (2008, 2009, 2010). Cronbach's Alpha
results are reliable. Exploratory factor analysis (EFA), multiple regression analysis and differential
determination were conducted. The study is finding that there are four factors affecting to BCB: (1)
Knowledge dissemination (β = 0.437); (2) Information generation (β = 0.350), The “H” factor (β = 0.158) and
Openness (β = 0.110). The four groups of the managerial implications are suggested for practice.
Keywords: Brand citizenship behavior; Internal branding
1. Introduction
Building a strong brand is expected from any organization. Branding can be done by customers or employees
(Nouri et al., 2016). Research on building customer-based brand equity have conducted by many researchers. De
Chernatony and Cottam (2006) recommend a more holistic approach to brand equity and employees in the
organization act as brand ambassadors. This approach has constructed the Employee Based Brand Equity
(EBBE). King & Grace (2008) has suggested that internal branding or internal brand management is an
important component of Employee Based Brand Equity. Employees are important factors cultivating the brand in
the mind of the customers (Nouri et al., 2016).
Brand Citizenship Behavior (BCB) is extended from Organizational Citizenship Behavioral (OCB); where
employees volunteer to contribute to the growing organization. Many successful brands recognize that they have
BCB (King & Grace, 2008, 2009, 2010). A lot of studies have also shown that internal branding influences the
BCB (Nouri et al., 2016, Javid et al (2016), Erkmen, 2013, King & Grace, 2008, 2009, 2010, Punjabi et al,
2009); Adamu et al, 2017; Ghenaargar & Jalali, 2016; Porricelli et al, 2013; Chang et al, 2012; Nguyen Thanh
Trung, 2015; Nguyen Thu Lan, 2016). The components of internal branding have many different dimentions.
King & Grace (2009, 2010), internal branding has four components: (1) Information generation; (2) Knowledge
dissemination; (3) Openness; (4) Human factor - "H". King & Grace (2012) builds an internal brand of 4
components: (1) Relationship orientation; (2) Brand commitment; (3) Employee receptiveness and (4)
Organizational socialization. Punjaisri et al. (2009) proposed four components: (1) Training; (2) Orientation; (3)
Group meeting; (4) Briefing meeting. The King & Grace (2012) model was verified by Nguyen Thu Lan (2016)
from a survey of bank staff in Vietnam. The model of Punjaisri et al. (2009) was audited by Nguyen Thanh
Trung (2015) through interviewing the staff and lecturers at the University of Economics Ho Chi Minh City.
* Corresponding author. E-mail address: [email protected]
562
Bao Trung/ MICA 2018 Proceedings
There are no studies examining the four components of King & Grace (2009, 2010). The purpose of this research
is to measure and evaluate the impact of four internal branding components: (1) Information generation; (2)
Knowledge dissemination; (3) Openness; (4) Human factor - "H" to BCB of office staff in Ho Chi Minh City. It
suggests the managerial implications that can help the managers of organizations to enhance BCB.
2. Literature review
2.1. Internal branding
The internal brand building is a part of internal marketing that focuses on developing, strengthening and
maintaining the brand. Internal branding is about making employees communicate their "Brand Promise"
through the sharing of brand insights within and outside the organization (Adamu et al, 2017). Burmann and
Zeplin (2005) argue that internal branding has three levels: first is human resource management that emphasizes
the personal identity of the organization through recruitment and promotion; Second, socialization of employees'
organizations through educational orientation and social and educational programs to understand brand identity;
Third, strengthen the brand through the creation of brand awareness and internal communication. According to
King & Grace (2009, 2010), internal branding consists of the following four components: (1) Information
Generation: (2) Knowledge Dissemination; (3) Openness; (4) The "H" factor (human factor). Information
generation is the extent to which an employee perceives the organization generating information through formal
or informal employee feedback (Foreman and Money, 1995; Lings and Greenley, 2005). This means that the
organization is willing to receive information from employees and help employees understand the organization
better. Brand knowledge dissemination is the extent to which employees perceive that brand knowledge is
passed from the organization to the employee in a meaningful and relevant manner (Foreman and Money, 1995;
Conduit and Manvodo, 2001; Lings and Greenley, 2005). Openness is a communication consideration in the
relationship between management and employees; It is the environment that receives actively information.
Openness is manifested through the support of management, organizational socialization and employee attitudes
toward work and employee engagement. The “H” factor is the human factor that indicates how well the
employee feels treated with respect, cooperation, good communication, trust and is encouraged to work towards
a common goal. This study focused on four components that influence BCB.
2.2. Brand Citizenship Behavior (BCB)
Brand citizenship behavior (BCB), proposed by Burmanm & Zeplin (2005), is rooted in the concept of
Organizational Citizenship Behavior (OCB), including voluntary employee behavior. Although the OCB
considered inside the organization, BCB is beyond the boundary of the organization. BCB is an overall structure
that includes voluntary employee behavior to enhance brand awareness (Verma & Dhar, 2015). Burmann and
Zeplin (2005) define brand citizenship behavior as follows: an overall structure of employees’ behavior which
reinforces brand identity and involves the voluntary decisions of employees for some behaviors outside of their
determined and official duties (Porricelli, 2013). BCB is a voluntary behavior that is not necessary for the
success of the product or service but contributes to the well-being of the organization's services (Ahn, Kim, &
Lee, 2016). BCB refers to the efforts of employees in the organization such as implementing additional tasks,
implementing company rules even if they are not under the control of someone, hold a positive attitude and
tolerate difficulties (Helm, Renk, & Mishra, 2016). These employees have high levels of behavioral support
associated with brand value, brand enthusiasm - brand engagement - followed by self-branding and so they can
communicate with positive words of mouth about the brand. Burman, Zeplin & Riley, through extensive
interviews and studies in 2009, concluded that brand support behavior can operate in seven dimensions: (1)
Helping behavior: the positive attitude of the staff towards building friendships, helpfulness, empathy towards
internal and external customers; (2) Brand Consideration: employees are always willing to learn the principles
and guidelines related to the brand; (3) Brand enthusiasm: employee’s ability to show extra initiative while
engaging brand – related behavior; (4) Brand sportsmanship: related to n the spirit of employees do not feel any
disadvantage when working in relation to the brand of the organization; (5) Brand endorsement: the status of the
employee determines and supports the brand's monetary value even if they work outside the official duties; (6)
Brand self-development: represents the volunteer behavior of employees to improve the brand's knowledge,
skills and capabilities; (7) Brand development: involves the contribution of employees to expand the brand
identity through customer feedback and new ideas. Burmann, Zeplin, and Riley (2009) grouped these into three
components: (1) Brand acceptance; (2) Brand enthusiasm and (3) Brand self-development.
2.3. Hypotheses and research model
563
Bao Trung/ MICA 2018 Proceedings
Many studies have confirmed that internal branding has a positive effect on BCB. Where different
perspectives define the different internal branding components that influence the BCB. This research is based on
four components of King & Grace (2009, 2010) to develop hypotheses and research models.
Information Generation
Building effective information that ultimately brings about change in employee behavior, organizations need
to understand the capabilities of their employees as well as their needs and desires. Information generation
enables the organization to develop internal products and services that employees feel are meaningful and
relevant to them in fulfilling their roles and responsibilities. For example, conducting employee research
provides organizations insight into the state of the organization's environment, employee skills, or lack of it, as
well as activities such as providing information related to customer satisfaction. From such an understanding,
organizations can meet the needs of the internal market through innovations such as improvements to internal
systems and processes, targeted training and development, and product enhancements. and services for the
benefit of consumers. Therefore, the information generation is considered to play an important role in the
management of the internal brand because it is consistent with the effective practice of external brand
management, properly assess the target market has rationalized and thus meet the brand management efforts that
allow decision making to be made. As a result, organizations have a good chance of re-engineering and provide
branding information (knowledge dissemination) that is consistent with the behavior of the employee, thus
aligning with internal capabilities and expectations of organization.
H1: Information generation has a positive impact on BCB.
Knowledge Dissemination
Knowledge dissemination involves providing the context in which the identification of the brand is created in
accordance with each employee. That is, to allow employees to show a positive attitude and be able to deliver a
clear brand promise, it is important to provide them with information that links the brand identity that is being
promoted outside or promises and roles and responsibilities. In addition to dissemination of external marketing
information, employees, to enhance their understanding of the expectations of the organization, also draws on
additional sources of information. Such resources include training and development and human resources
management, in which both human resources function to communicate information to employees about their
roles and responsibilities. Therefore, it is imperative that they are developed in a context that facilitates the
employee's ability to deliver the brand promise. Rely on the content provided by the organization's brand identity
to provide a context for training and development and personnel management initiatives. In addition, using brand
identity as a reference point for internal systems and procedures also allows consistency in the message for what
employees need to do to meet their expectations. Compared to the support and systems that organizations
provide to facilitate this.
Information development and knowledge dissemination represent the coding and transmission phases of the
communication process required for employees to be provided with the branding information they need to
deliver the brand promise. However, providing meaningful and relevant information does not necessarily mean
that employees will respond to such information as the intended organization. Employees must also be motivated
or aspire to be truly committed to the company's brand.
H2: Brand dissemination has a positive impact on BCB.
Openness
For the information to be conveyed effectively and interpreted as intended by the sender, the recipient (in this
case the employee) must be prepared to receive the information. Openness, therefore, represents aspects of the
organizational environment that are considered important contributions for employees who are responsive to the
organization and subsequently to the organization's customers. This aspect of internal brand management is
considered unique to this concept. The unique qualities of this component are reinforced by the fact that
evaluating openness as an internal brand management component, some aspects of marketing literature and
management contribute. The role of management, and especially management support, is considered important
in creating an open environment for friendly closeness in working relationships with employees.
In addition, organizational socialization, or the process by which employee appraisal the values and beliefs of
the organization and their expectations by the organization, is also considered an important factor for enhancing
the organization response of staff. This is because socialization has been found to lead to greater motivation and
commitment to the organization on behalf of employees. Employee attitudes towards their work are thought to
be another important contribution to minimize distortion in the communication process, with the attitude of
employees, affected by the feeling they are being treated. As a member of an organization affects the employee's
job satisfaction. The extent to which an employee is satisfied with their work is believed to affect their
564
Bao Trung/ MICA 2018 Proceedings
acceptance of the information generated by the organization. Given that employees must be willing to receive
information generated from the organization if appropriate brand knowledge is being made, a positive attitude of
employees towards their work is significant. Furthermore, the concept here is that employee engagement or
engagement is very important for creating an open environment or receiving organizational orientation
information. Employee engagement involves the degree to which an active employee has an opportunity to
participate in organizational initiatives such as providing feedback or helping to shape consumer decisions. Such
participation is considered to enhance the organizational commitment of the staff and thus increase their
autonomy in such information.
H3: Openness has a positive impact on BCB.
"H" factor
Based on all internal branding exchanges, through human nature, bring their perceptions and interests into the
exchange. Thus, successful exchanges are raised by the need to consider the factors that have been motivated in
the relationships that motivate successful relationships. The motives of successful relationships include common
goals, trust, bonding or bonding, mutual respect or empathy, and cooperation. Thus, the human factor or “H”
factor relates to employee management organizations with respect, cooperation, good communication,
trustworthiness, encouraging work towards a common goal. From the point of view of this concept, the “H”
factor is the way through which exchanges between organizations and employees are made.
Although such consideration is normal and occurs spontaneously in relationships, especially in internal
communications and in internal marketing materials, when considering the approach Comprehensive to influence
employee behavior. Thus, to consider considerations of the exchange of relations is thought to be insufficient to
recognize the behavior of active employees. Instead, successful exchanges between employers and employees
require a clear understanding of that intention, along with identifying and measuring the dynamics of positive
relationships, as mentioned earlier. Thus, the “H” factor is an essential component of internal brand
management.
H4: Human factor has a positive impact on BCB.
Information
generation
H1+
BCB -
Brand Citizenship
Behavior
Knowledge
dissemination
H2+
H3+
Openness
H4+
“H” factor
Fig. 1. Conceptual framework model
3. Research methodology
Qualitative research was conducted for adjusting scale through focus group discussions with seven office
staff and three experts on internal branding and BCB. The scale of internal branding and BCB are aggregated
and adjusted by King & Grace (2008, 2009, 2010).
This quantitative study was conducted through direct interviews with office staff in Ho Chi Minh City using
convenience sampling. Survey results are used to re-examine the model and hypotheses in the model. The study
team directly generated 200 questionnaires for office staff. After eliminating the inadequate survey panels for
data cleaning, the study included 193 questionnaires (97.5 %). The demographic data collected from 193
respondents as follows: 39.4% male, 60.6% female; 31.6% under 30 year-old, 40.4% 31 to 40, 18.7% 41 to less
than 50 and 9,3% above 50; 34.7% undergraduate, 65.3% graduate; and experience year 0 to 6 years, 32.1%,
from 6 to under 9 years 36.8%, over 9 years 18.1%.
4. Research results
565
Bao Trung/ MICA 2018 Proceedings
4.1. Cronbach's Alpha reliability test results
Cronbach's Alpha reliability test results: Information generation (INF) is 0.288; Knowledge dissemination
(KNO), 0.791; Openness (OPE), 0.831; Human Factor (HFA), 0.809; Brand Citizenship Behavior (BCB), 0.858.
Through the Cronbach's Alpha reliability scale, factors were found to be highly reliable with a Cronbach's Alpha
coefficient greater than 0.60. However the OPE1 observation variable excluded from openness factor because
the corrected item-total correlation is less than 0.3 so that it is not suitable for conducting EFA. The remaining
24 variables are eligible for inclusion in the exploratory factor analysis (EFA).
4.2. Exploratory factor analysis - EFA
The exploratory factor analysis (EFA) of the independent variable observations revealed that 24 observed
variables were grouped into 4 groups. In the first analysis, the HFA5 observed variable had a factor loading less
than 0.50. It was excluded. At the second analysis, the 23 observed variables are grouped into 4 groups of
components, the factor loading of the observed variables is greater than 0.50, so the observed variables are
important in the factors, they mean practical meaning. Each observed variable with factor loading is greater than
0.30, thus ensuring the distinction between the factors. The coefficient KMO = 0.856 should be EFA consistent
with the data. The Chi-square statistic of Bartlett's test reached significance level (Sig. = 0.000). Thus, the
observed variables are correlated in terms of overall. The cumulative error greater than 50% (reaching 55.010%)
shows that the 4 groups of components explain 55,010% variance of the data; As a result, groups of extracting
are accepted. The stop factor for extracting the fifth factor with the Eigenvalue = 1.722 is satisfactory.
Table 1. Factor rotation matrix for independent variables
Factors
Variables
Information
generation
Knowledge
dissemination
“H” factor
Openness
HFA6
HFA2
HFA4
HFA3
HFA8
HFA1
HFA7
INF3
INF1
INF5
INF2
INF4
0,738
0,684
0,679
0,675
0,658
0,640
0,595
0,776
0,725
0,721
0,708
0,698
0,570
INF6
KNO2
KNO1
KNO3
KNO6
KNO4
KNO5
OPE4
OPE3
OPE5
OPE2
0,729
0,698
0,693
0,673
0,649
0,579
0,824
0,823
0,799
0,795
The EFA of the dependent observed variables with the factor loading for all observed variables is greater than
0.50, so the observed variables are important and significance. Each observed variable with factor loading is
greater than 0.30, thus ensuring the distinction between factors. The coefficient KMO = 0.846 should be
consistent with the EFA data. The Chi-square statistic of Bartlett's accreditation value (Sig.) is 0.000. Thus, the
observed variables are correlated. The cumulative variance greater than 50% (reaching 58.847%) indicates that
the extractable group explains 58,847% of the variance of the data. The group of extracting is acceptable. The
566
Bao Trung/ MICA 2018 Proceedings
eigenvalue is 3,531. The results of the factor analysis with Varimax rotation are suitable.
4.3. Test the hypothesis of the research model
The results of the Pearson correlation test between the independent variables and between them and the
dependent variable show that the factors are closely related. This proves that the independent weakness is highly
explanatory to the dependency in the multiple regression model.
Table 2. Model Summary
Std. Error of the
Model
R
R2
Adjusted R2
Durbin-Watson
Estimate
0.35554
1
0.759a
0.576
0.567
2.101
Based on the results of the multiple regression analysis, the model consists of four independent factors INF,
KNO, OPE, and HFA that are best suited to the adjusted R2 coefficient of 56.7% and independent factors fully
consistent model with an explanatory factor of 56.7%.
Table 3. Coefficients
Unstandardized
Coefficients
Standardized
Coefficients
Beta
Collinearity
Statistics
Model
t
Sig.
B
Std Error
Tolerance
VIF
(Constant)
INF
-0,110
0,337
0,430
0,099
0,132
0,247
0,052
0,053
0,043
0,047
-0,445
6,435
8,141
2,295
2,775
0,656
0,000
0,000
0,023
0,006
0,350
0,437
0,110
0,158
0,762
0,784
0,984
0,700
1,312
1,276
1,016
1,429
KNO
OPE
HFA
The findings of the hypothetical violations show that the assumptions in the multiple regression model are not
violated and there is not multi-collinearity (VIF <2). Therefore, we can confirm that the model and the
hypotheses of the study have been approved.
The results of the verification of the difference of variables calculated by sex, age, educational level and
number of working year showed no significant difference. It is the limit of the study. In fact, the different groups
of age have affected differently to BCB so that it is necessary to conduct survey more respondents and interview
deeply young female and male staff.
5. Conclusions and implications
The research was conducted with the aim of identifying and measuring the influence of internal branding on
BCB of office staff in Ho Chi Minh City and then to suggest the implications for enhancing the BCB of office
staff in Ho Chi Minh City.
Through quantitative and qualitative research, this study examined four factors: knowledge dissemination,
information generation, “H” factor, and openness that impact BCB. The results show that internal branding
factors that influence BCB account for 56.7% of model meaning.
Derived from the results of multiple regression analysis and based on the mean and standard deviations of the
observed observations, this study suggests some of the following management implications:
Brand knowledge dissemination
The results of data analysis show that knowledge dissemination is the most important factor that has the
greatest impact on BCB with β = 0.437 (Beta). Some implications are as follows:
Firstly, the communication of brand promise is done well. All staff has to know clearly what brand promise
means and they have to take a responsibility for transferring the brand promise to customers.
Secondly, the information of organization must be known and understood clearly by all staff. When
organizations have a new regulations, policies and procedures, it is necessary to organize the widespread
notification to each employee in a clear manner, avoid misleading and help the staff peace of mind, contribute to
the overall development of the organization.
567
Bao Trung/ MICA 2018 Proceedings
Thirdly, the organization must always help its employees become aware of their role in the organization's
development mission. To do this, organizations need to motivate employees to understand the organization's
mission, vision, core values as well as its programs of action and align its interests with the interests of the staff.
This will help the employee to become aware of the relationship between his or her role in the overall role of the
organization.
Fourthly, the organization must always have the policy to appreciate the importance of employees to work, to
encourage people to develop self-study ability, encouraging regular staff to have initiatives, improve their own
work, improve work productivity to achieve maximum work efficiency.
Fifthly, organizations must create conditions for employees to develop their own knowledge and skills and to
plan to help them improve their professional skills, to meet the needs of the public and to attract qualified high
human resources.
Sixthly, the direct management level should guide the staff to do the job well, implement appropriate work
instructions for each group of employees to achieve the performance. For some staff, the management level
should guide specific work, detail and often urge, monitor, check and timely corrections to achieve the results of
work.
Information generation
The results of data analysis show that Information generation is the second most important factor to BCB,
and this is also an important factor in helping to enhance BCB. Employees with a coefficient of β = 0.350 are
relatively high. Some suggested implications are as follows:
First, the mission, vision, core values of the organization should be generated via the employee feedback. The
draft of these documents is circulated through all staff for contributing ideas and it should be stated when most of
staff agree.
Secondly, the brand identity system of the organization should be discussed from employees. All information
feedback from employees on the brand identity system have to use for improving the brand.
Thirdly, managers often interact with employees for finding out what employees want, conducting staff
appraisals. BCB is improved when the employees perceived that they contribute a lot for the organization.
Employee satisfaction is always necessary for an organization, only when employees feel satisfied with their
work, and satisfied with the organization, then they increase their engagement with the organization.
Human Factor
Firstly, it is necessary to develop solutions to create good cooperation between management and staff in the
organization. Managers are highly qualified, have good management knowledge and willing to listen, understand
the mind, aspirations of employees. In that way, the manager can evaluate the performance of the employee,
assign a job that is relevant to the employee's ability, be able to understand the employee's desires and be able to
evaluate the most exactly performance of the employee. At the same time, the employee will always trust and
appreciate his manager, helping to build trust between staff and management in the workplace and in personal
relationships.
Secondly, supply all favorable facilities and facilities. The spirit of helping employees accomplish their work.
The office is spacious, airy, clean and helps to facilitate psychological comfort in the work.
Thirdly, set clear development goals for employees to achieve. The organization should develop a set of clear
promotion criteria and be publicly available throughout the organization, once the staff has met the criteria for
promotion training, the employee will make every effort to create the promotion. Equal competition in the
pursuit of self-employment goals.
Openness
Firstly, the organization encourages employees to contribute their ideas, solutions for developing the
organization, as well as participation in the organization's activities. This should also create an organizational
culture that needs to be maintained and developed, where work-related activities require the participant to
contribute. To get enthusiastic feedback on solutions, or to participate in activities, organizations must always
create conditions, encourage employees to actively participate for achieving effective organizational policies.
Secondly, there is a system of recognition and timely reward individuals who make outstanding contributions
on developing of the organization. When employees contribute, suggest solutions to their activities, they need
recognition from the organization. Therefore, every year, the organization always organizes the vote for
emulation and commendation to honor the individuals, collectives have good achievements in a year of the
tireless labor of workers.
References
568
Bao Trung/ MICA 2018 Proceedings
[1] Adamu L., Ghani N.H.A.A, Rahman M. A. (2017), “Employee brand citizenship behavior in the Nigeria
telecommunication sector”, International Journal of Management Research & Review, Vol.37, No.10.
[2] Ahn, Y. J., Kim, I., & Lee, T. J. (2016), “Exploring visitor brand citizenship behavior: The case of the
‘MICE city Busan’, South Korea”, Journal of Destination Marketing &Management, 1-11.
[3] Burmanm, C. & Zeplin, S. (2005), “Building brand commitment: a behavioural approach tointernal brand
management”, Journal of Brand Management, Vol. 12 No. 4, p. 279.
[4] Burmann, C., Zeplin, S. & Riley, N., (2009), “Key determinants of internal brand management success: An
exploratory empirical analysis”, Journal of Brand Management, 16(4),264-284.
[5] Chang, A., Chiang, H. H. & Han, T. S, (2012), “A multilevel investigation of relationships among brand
centered HRM, brand psychological ownership, brand citizenship behaviors, and customer satisfaction”,
European Journal of Marketing, 46(5), 626-662.
[6] Conduit, J. and Mavondo, F.T. (2001), “How critical is internal customer orientation to market
orientation?”, Journal of Business Research, Vol. 51 No. 1, pp. 11-24.
[7] de Chernatony, L. & Cottam, S. (2006), “Internal brand factors driving successful financial service brands”,
European Journal of Marketing, Vol 40 No.1.
[8] Erkmen Ezgi, 2013, Understanding employees’ brand supporting behaviors and their effect on consumers’
brand relationship in airline industry, UMI Dissertation Publishing.
[9] Foreman, S. and Money, A. (1995), “Internal marketing – concepts, measurements and applications”,
Journal of Marketing Management, Vol. 11, pp. 755-68.
[10]Ghenaatgar A and Jalali S. M. 2016, “Study of the effect of internal brand management on brand citizenship
behavior in presence of brand commiment and job satisfaction of employees in banking industry”,
International Business Management 10 (18).
[11]Helm, S. V., Renk, U., & Mishra, A. (2016), “Exploring the impact of employees’ self-concept, brand
identification and brand pride on brand citizenship behaviors”, European Journal of Marketing, 50(1/2), 58-
77.
[12]King, C. & Grace, D. (2008), “Internal branding: Exploring the employee’s perspective”, Journal of Brand
Management, 15:358-372
[13]King, C. & Grace, D. (2009), “Employee Based Brand Equity: A Third Perspective”, Services Marketing
Quarterly, 30:122-147.
[14]King, C. & Grace, D. (2010), “Building and Mesureing employee-based brand equity”, European Journal of
Marketing, Vol.44, No.7/8, 2010.
[15]King, C. & Grace, D. (2012), “Examining the antecedents of positive employee brand-related attitudes and
behaviours”, European Journal of Marketing, Vol.46, No.3/4, 2012.
[16]Lan N.T. (2016), “Empirically study of King & Grace (2012) on factors affecting internal brand strength of
banking in Vietnam”, Journal of Economics and Development, No. 233 (II).
[17]Lings, I. and Greenley, G. (2005), “Measuring internal market orientation”, Journal of Service Research,
Vol. 7 No. 3, p. 290.
[18]Nouri B. A, Mousavi M. M., Soltani M. (2016), “Internal Branding, Brand citizenship and customer
satisfaction: an empirical study (case study: keshavarzi Bank of Ardabil)”, International Business and
Management, Vol.13, No.3, 2016.
[19]Porricelli, M. S. (2013), The antecedents and consequences of brand citizenship behavior (Doctoral
dissertation, UMI 3552688), H. Wayne Huizenga School of Business and Entrepreneurship Nova South-
eastern University.
[20]Punjaisri, K., Evanschitzky, H. & Wilson, A. (2009), “Internal branding: an enabler of employees’ brand-
supporting behaviours”, Journal of Service Management, 20:209-226.
[21]Trung N.T (2015), “Factors influencing BCB in higher education: Emperically study in the University of
Economics Hochiminh”. Journal of Economic Development 26 (6).
[22]Verma, T., & Dhar, S. (2015), “Dimensions of brand citizenship behaviour in Indian context: An empirical
analysis”. JIMQUEST, 11(2), 68-76
569
8 trang
14500
Free
Bạn đang xem tài liệu "Internal branding affecting brand citizenship behavior of office staff in Ho Chi Minh city", để tải tài liệu gốc về máy hãy click vào nút Download ở trên
File đính kèm:
- internal_branding_affecting_brand_citizenship_behavior_of_of.pdf
