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The purpose of this paper is to investigate the effects of brand-centered human resource management (HRM) on employees’ person–brand fit, brand commitment (BC) and brand citizenship behavior (BCB). In addition, the paper tests effects of BCB on customer satisfaction and citizenship behavior.

Data were collected from managers, front-line employees and customers of 22 international tourist hotels in Taiwan. Hierarchical linear modeling was used to investigate relationships between variables.

Multilevel results reveal positive connections between brand-centered HRM and BCB, mediated by person–brand fit and BC. Positive relationships were also found between BC and BCB, person–brand fit and BCB; BCB and customer satisfaction; and between customer satisfaction and customer citizenship behavior.

When employees’ personal values are consistent with brand values, employees will feel a closer connection to the brand and be more willing to dedicate themselves to brand-related activity. The model developed here can be tested in different cultures to ascertain the generalizability of the findings to Western contexts.

Support is provided for the positive effects of brand-centered HRM when employees internalize brand values as their own personal values. Hotel managers should ensure that employees are highly committed to the brand values and willing to deliver services to customers accordingly.

The paper provides measurement developments for person–brand fit and BC and deeper understanding of how brand-centered HRM can lead to positive changes in customer behavior.

The purpose of this study is to investigate the relationship between high‐commitment human resource management and individual knowledge‐sharing behavior. Furthermore, the mediating factors that link the relationship are examined.

The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners.

High‐commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge‐sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high‐commitment human resource management and knowledge‐sharing behavior.

First, enterprises can foster knowledge‐sharing behavior by adopting high‐commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge‐sharing behavior, benefiting the organization.

From the perspectives of social exchange and social identity, this study demonstrated how high‐commitment HRM practices dominate knowledge‐sharing behavior via perceived organizational support and organizational commitment.

This paper aims to investigate the process of internal brand management that makes employees identify with the corporate brand and produce positive attitudes and behaviors, thus contributing to customer satisfaction. Three constructs, brand‐centered HRM, brand psychological ownership, and brand citizenship behaviors, are utilized to examine the process of internal brand management. The first construct, brand‐centered human resource management (HRM), represents managerial practices that improve brand cognitions and brand attitude of employees. The second construct, brand psychological ownership, explains the psychological experiences that make employees feel brand ownership and then express altruistic spirit of the brand. The third construct, brand citizenship behaviors, shows that employees live the brand.

This multilevel research of collecting data from 453 employees, 172 supervisors, and 933 customers from 26 hotels demonstrates the results of different levels. Hierarchical linear modeling is utilized to investigate the relationships among these constructs.

Results at the individual level show that brand psychological ownership of employees has positive effects on brand citizenship behaviors, and all factors of these two constructs are also correlated positively. Results at the cross level demonstrate that brand‐centered HRM has positive effects on brand psychological ownership and brand citizenship behaviors. Organizational‐level brand citizenship behaviors positively affect customer satisfaction. Furthermore, brand psychological ownership partially mediates the relationship between brand‐centered HRM and brand citizenship behaviors.

An organization can adopt brand‐centered HR practices to make employees produce brand psychological ownership and brand citizenship behaviors, thus contributing to customer satisfaction. HR managers can strengthen employees' brand citizenship behaviors by fostering their brand psychological ownership feelings.

This paper explores the conception, measurement, and explanatory power of the new research construct (i.e. brand psychological ownership) on the effectiveness of internal brand management.

The purpose of this paper is to explore the influence of organizational commitment and trust on knowledge sharing and on knowledge utilization. Also, the study aims to examine the influence of knowledge sharing on knowledge utilization.

A quantitative study was conducted among 307 employees working at Canadian organizations.

The results reveal that both affective commitment and professional trust have positive influences on knowledge sharing and knowledge utilization, whereas personal trust and continuance commitment do not. The authors also found that business ethics moderates the relationship between knowledge sharing and knowledge utilization.

These findings extend the literature on knowledge management and demonstrate, from a practical perspective, that in order to build a knowledge-sharing culture, managers must create conditions that allow affective commitment, professional trust and business ethics to flourish.

The current study offers an initial investigation of the effects of both kinds of commitment and trust on knowledge sharing and knowledge utilization.