Internal Branding Ayyappa

8/13/2019 Internal Branding Ayyappa

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In-role brand-building behavior refers to frontline

employees meeting the standards prescribed by their

organizational roles as brand representatives (either

written in behavioral codices, manuals, display rules, and

so forth, or unwritten).

Extra-role brand-building behavior refers to employee

actions that go beyond the prescribed roles for the good

of the corporate brand and are discretionary.

Autonomy

Competen

Self

Determinat

Theory

Retention:

Retention refers to employees upholding theirprofessional relationship with the corporate brand.

Employee brand-building behavioMangfold2004)

The idea of customer contact per

determining the image of servicecustomers mind


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Transformational Leadership Style

Charisma (Idealized Influence)

Intellectual stimulation

Inspirational motivation

Individualized consideration

Transactional Leadership StyleContingent reward

Management-by-exception

Degree to which the leader behaves i

that cause followers to identify with h

Leaders ability to create a sense of co

among followers by articulating an ex

Leader provides followers with challe

stimulate rethinking of old ways of do

coaching and mentoring while trying

individual in achieving his or her fulle

Leader clarifying expectations for foll

recognition when goals are achieved

contingenton effort expended and p

achieved.

leader monitoring and reprimanding

deviances from prescribed performan

as taking immediate corrective action

performance

Leaderfollower relationships are based on a

series of exchanges or implicit bargains in

which followers receive certain valued

outcomes on the condition that they act

according to their leaders wishes

alignment of followers values and priorities

with the organizations goals to accomplish

higher-order objectives.


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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu

H1: A supervisors brand-specific TFL increasesfollowers (a) perceived relatedness to other m

corporate brand community, (b) perceived competence in exerting their brand-based role iden

perceived autonomy in exerting their brand-based role identity.


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H2: Followers (a) perceived relatedness to other members of the corporate brand community

competence in exerting their brand-based role identity, and (c) perceived autonomy in exertin

based role identity increasesinternalization of their brand-based role identity.


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H3: Followers internalization of a brand-based role identity decreasestheir intent to terminat

ongoing professional relationship (i.e., employment) with the corporate brand.


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H4: Followers internalization of a brand-based role identity increasestheir exhibition of in-role

building behaviors.


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H5: Followers internalization of a brand-based role identity increasestheir exhibition of extra-

building behaviors in terms of (a) positive word of mouth and (b) participation.


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H6: A supervisors brand-specific TRL decreasesfollowers (a) perceived relatedness to other m

the corporate brand community, (b) perceived competence in exerting their brand-based role

(c) perceived autonomy in exerting their brand-based role identity.


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H7: A decreasein followers (a) perceived relatedness to other members of the corporate bran

(b) perceived competence in exerting their brand-based role identity, and (c) perceived autono

their brand-based role identity increasescompliance with their brand-based role identity.


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H8: Followers compliance with a brand-based role identity increasestheir intent to terminate

professional relationship (i.e., employment) with the corporate brand.


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H10: Followers compliance with a brand-based role identity decreasestheir exhibition of extra

building behaviors in terms of (a) positive word of mouth and (b) participation.


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ResultsH1a,

H1b, H1c

brand-specific TFL significantly influences employees relatedness to the brand

community, role identity competence, role identity autonomy

H2a, H5,H6

Relatedness to the brand community, Role identity competence, Role identity autonomhave a significant, positive impact on role identity Internalization

H3, H4,

H5a, H5b

role identity internalization has a significant, positive effect on employees retention in

role brand-building behavior positive word of mouth and participation

H7b, H7cthe link between role identity competence and compliance is negative and statistically

significant as is the link between role identity autonomy and compliance

H7 a Negative link between relatedness to the brand community and compliance

H8 ,H10a Compliance has a significant, negative effect on retention, Word of mouth

H10b Negative path from compliance to participation

H5 Link between Compliance and in-role behavior is significant in reverse Direction


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H11: There is a curvilinear (inverse U-shaped) moderator effect of brand-specific TRL on the effspecific TFL on followers perceived autonomy, competence, and relatedness, with the effect ofTFL being strongest at an intermediate level of brand specific TRL.

TRL

TFLIMPACT

Catalyze


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Other Findings

Training and coaching intervention can be effective in changing managers brand-spec(as perceived by their subordinates) in the expected direction even within a few month

Brand-specific TFL works through a process of internalization, which is mediated through follo

satisfaction of their needs for autonomy, competence, and relatedness with regard to their ro

as brand representatives.

Brand-specific TRL works through a process of compliance, which is mediated through followe

basic psychological needs with regard to their work roles.

Documents

Internal Branding Ayyappa