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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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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
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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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
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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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
H4: Followers internalization of a brand-based role identity increasestheir exhibition of in-role
building behaviors.
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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
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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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
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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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
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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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
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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Leadership styleBasic need satisfactionSource of motivationFollower brand-bu
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.