Managing employee attention and internal branding |
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| Institution: | 1. School of Management, University of Bath, Claverton Down, Bath BA2 7AY, United Kingdom;2. Southampton Business School, University of Southampton, Highfield, Southampton SO17 1BJ, United Kingdom;3. Bournemouth University, The Business School, Executive Business Centre, 80 Holdenhurst Road, Bournemouth BH8 8EB, United Kingdom;1. School of Communication and Design, RMIT International University, Vietnam, District 7, Ho Chi Minh City, Vietnam;2. Research School of Management, College of Business and Economics, The Australian National University, ACT 2601, Australia;3. School of Marketing and Management, Adelaide Business School, The University of Adelaide, SA 5005, Australia |
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| Abstract: | We extend the marketing literature on internal branding by developing a theoretical framework to explain the processes whereby brand orientation affects in- and extra-role employee brand-building behavior from the theoretical perspective of the attention-based view. The results of a survey of 314 UK-based nonprofit organizations show that brand orientation leads to the development of internal branding mechanisms, which in turn fosters in-role employee brand-building behaviors. We also find that internal branding mechanisms mediate the effects of brand orientation on extra-role employee brand-building behavior, as there exists an inverted U-shaped relationship between internal branding mechanisms and extra-role employee brand-building behaviors. Furthermore, our result shows that the inverted U-shaped relationship between internal branding mechanisms and extra-role employee brand-building behaviors flips to a concave upward curve when strong interfunctional communications exist. |
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