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dc.contributor.authorKing, Ceridwynen_US
dc.contributor.authorGrace, Debraen_US
dc.contributor.editorProfessor Gordon E. Greenleyen_US
dc.date.accessioned2017-05-03T12:53:52Z
dc.date.available2017-05-03T12:53:52Z
dc.date.issued2010en_US
dc.date.modified2010-08-24T06:52:52Z
dc.identifier.issn03090566en_US
dc.identifier.doi10.1108/03090561011047472en_AU
dc.identifier.urihttp://hdl.handle.net/10072/33650
dc.description.abstractPurpose: This paper presents the first known empirically-tested model of Employee Based Brand Equity (EBBE). In doing so, it provides insight into not only how organisations can effectively manage the internal brand building process but, more importantly, appreciate the subsequent employee effects and organisational benefits. Methodology/Approach: Data were collected via an online survey of 371 employees that work in service organisations, sourced from a market research database list. Findings: Strong support was found for nine out of the ten hypothesised relationships thus providing strong validation for the proposed model. Research limitations: The employment of surveys can present data collection problems stemming from such things as lack of willingness to participate on behalf of the respondent, loss of validity when using structured questionnaires and inherent challenges of wording questions properly. However, in acknowledging these limitations, actions, such as the utilisation of a national database of 'opt in' survey participants coupled with the good reliability results and the methodical four-stage survey design process undertaken, it is suggested that every effort was made to negate this limitation. Practical implications: Knowledge gained from empirically validating a model of EBBE 1) further enriches the application of traditional brand management techniques; 2) provides a framework for brand communication training; 3) increases organisational understanding of how to engender positive employee actions and; 4) increases the accountability of such an internal investment by identifying measurable organisational benefits that accrue as a result of such efforts. Value of the Paper: This paper makes three important contributions including 1) expanding the existing brand equity literature to incorporate a third, yet equally relevant perspective, that being employee; 2) the adoption of a multi-disciplined approach to addressing a marketing issue and, in doing so, extending beyond the connectionist cognitive psychology view of brand equity to incorporate a contextual/organisation cultural element and; 3) reflecting the perceptions of employees, who are currently underrepresented in the internal brand management literature.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent217089 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmerald Group Publishingen_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom938en_US
dc.relation.ispartofpageto971en_US
dc.relation.ispartofissue7/8en_US
dc.relation.ispartofjournalEuropean Journal of Marketingen_US
dc.relation.ispartofvolume44en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchMarketing Management (incl. Strategy and Customer Relations)en_US
dc.subject.fieldofresearchcode150503en_US
dc.titleBuilding and Measuring Employee-Based Brand Equityen_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 2009 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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