Internal corporate branding impact on employees’ brand supporting behaviour

Abstract

Purpose

This paper aims to study the effect of internal branding on brand supporting behaviour (in-role and extra-role) of bank employees in Egypt. It proposes a model which examines the relationship between internal branding and employees’ brand supporting behavior, mediated by employees’ role clarity, affective commitment and continuance commitment, to provide insights into the way in which employees can become brand champions.

Design/methodology/approach

A single cross-sectional descriptive research was employed. A questionnaire was used to collect data from 400 frontline bank employees. Confirmatory factor analysis was used to test the validity of the scales, and structural equation modelling was used to test the research hypotheses.

Findings

The results showed that internal branding did not have a direct significant impact on employees’ in-role and extra-role behaviour. However, that impact only took place through employees’ role clarity and their affective commitment.

Practical implications

The findings suggest that banks can differentiate their offers and build powerful corporate brands through their employees’ brand supporting behaviour. Therefore, bank managers need to consider internal branding within the context of a corporate marketing orientation. Moreover, enhancing employees’ role clarity and affective commitment will ensure sustainable brand supporting behaviour.

Originality/value

This research is the first quantitative study to examine the impact of role clarity and continuance commitment as possible mediators to the proposed relationship. It further adds up to the internal branding literature, which is mostly qualitative or conceptual and thus suffers from limited conclusive evidence in terms of internal branding benefits and practical implications.

Citation

Garas, S.R.R., Mahran, A.F.A. and Mohamed, H.M.H. (2018), "Internal corporate branding impact on employees’ brand supporting behaviour", Journal of Product & Brand Management, Vol. 27 No. 1, pp. 79-95. https://doi.org/10.1108/JPBM-03-2016-1112