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dc.contributor.authorKing, Ceridwynen_US
dc.contributor.editorDr Fevzi Okumusen_US
dc.date.accessioned2017-05-03T12:53:52Z
dc.date.available2017-05-03T12:53:52Z
dc.date.issued2010en_US
dc.date.modified2010-08-04T02:38:22Z
dc.identifier.issn09596119en_US
dc.identifier.urihttp://hdl.handle.net/10072/33250
dc.description.abstractPurpose: This study examines the effect of internal brand management (IBM) practices on tourism and hospitality employees' ability to demonstrate brand supportive behaviours. A model which includes brand knowledge dissemination, role clarity, brand commitment and brand supportive behaviour is proposed. To provide further insight, the study examines the impact that hierarchical roles have on employees' responses. Design: A quantitative research methodology was adopted resulting in the development of a self-administered online survey instrument. Using a national database of service employees, respondents were invited to participate in the online survey, resulting in the completion of 137 surveys. Findings: While all paths were significant in the overall model, differences were found when comparing front line and management models. Overall, brand commitment played a more significant role in the front line model, whereas role clarity was not shown to be significant in the management model with respect to influencing brand supportive behaviour. Implications: The results suggest the employee market is not homogenous. IBM has a positive effect on all employees but it is what they choose to do with that information that differs. Managers should endeavour to develop brand committed front line employees, while the management employees should be encouraged to apply their brand knowledge, thereby 'leading by example'. Originality/Value: An IBM strategy should be paramount in the tourism & hospitality industry given the critical role the employee provides to a guest's overall experience and assessment of the brand. This study empirically validates the effects of IBM, identifying differences in responses based on hierarchical position which has ramifications for practioners and academics in developing best practice.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent278411 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmerald Group Publishingen_US
dc.publisher.placeUnited Kingdomen_US
dc.publisher.urihttp://www.emeraldinsight.com/journals.htm?issn=0959-6119en_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom517en_US
dc.relation.ispartofpageto534en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalInternational Journal of Contemporary Hospitality Managementen_US
dc.relation.ispartofvolume22en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchCommerce, Management, Tourism and Services not elsewhere classifieden_US
dc.subject.fieldofresearchcode159999en_US
dc.title“One size doesn’t fit all”: Tourism and Hospitality Employees’ Response to Internal Brand Managementen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Tourism, Sport and Hotel Managementen_US
gro.rights.copyrightCopyright 2010 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.en_AU
gro.date.issued2010
gro.hasfulltextFull Text


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