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The purpose of this study is to propose a conceptual framework for measuring and managing employee-based brand equity. Drawing upon existing research, the authors argue that internal brand management should be approached from professional and socio-emotional perspectives.

The study establishes a comprehensive conceptual framework by thoroughly reviewing existing literature on employee-based brand equity and internal marketing. It builds upon existing research while adding unique insights to deepen the understanding of the subject.

The proposed conceptual framework highlights the importance of both professional and socio-emotional factors in building and managing employee-based brand equity. The framework emphasises the role of employees’ emotions, values and relationships in shaping their brand-related behaviours and their functional role in delivering brand promises.

This paper offers a theoretical foundation for future research in internal branding. However, the framework is not empirically tested, and further research is needed to validate and refine the framework. Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours.

Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours.

This study presents a novel approach to internal brand management, introducing a unique, dual-perspective model. This enriches the current body of literature and provides fresh insights for academics and practitioners in the field of marketing and brand management.

Integrating the pathway model of meaningful work and the intrinsic motivation principle of creativity, the authors investigate why, when and how paternalistic leadership relates to employee creativity in the Chinese organizational context. The authors suggest that the meaning of work (MOW) mediates the relationship between paternalistic leadership and employee creativity. The authors further identify perspective taking as a moderator in the mediated relationship for the path from MOW to creativity.

The authors relied on a sample of 340 employee-supervisor dyads collected from multiple organizations located in Eastern China to test the study hypotheses.

Results indicated that MOW mediated the positive relationships between the benevolence and morality dimensions of paternalistic leadership and employee creativity, and the negative relationship between the authoritarianism dimension of paternalistic leadership and employee creativity. Further, the indirect relationships between the three dimensions of paternalistic leadership (i.e. authoritarianism, benevolence and morality) and employee creativity through MOW were more pronounced when perspective taking was higher rather than lower.

Through a meaning-based perspective, the authors demonstrate that a culture-specific managerial philosophy (i.e. paternalistic leadership) shapes Chinese employees' perceptions of meaningful work and their subsequent creative performance. This paper complements the dominant focus on Western leadership in the creativity literature and denotes that paternalistic leadership matters for employee creativity in Chinese organizations.

The primary purpose of this research is to conceptualise and validate the comprehensive framework for effectively measuring and managing employee-based brand equity (EBBE) benefits. The study endeavours to integrate professional and socio-emotional facets of employees' into the proposed model, lending it a more holistic approach.

The study focusses on the banking sector in Kosovo, employing structural equation modelling to analyse data from a sample of 325 employees.

Both professional and socio-emotional perspectives significantly influenced brand knowledge, positively impacting EBBE benefits such as employee satisfaction, retention and positive word of mouth (WOM). These findings provide empirical support for the theoretical assumptions concerning the role of professional and socio-emotional perspectives in building EBBE.

Theoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.

The study offers practical implications for the banking industry and similar contexts, suggesting robust internal marketing strategies prioritising professional development and socio-emotional connectivity. Theoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.

The paper presents an original contribution to the field of brand equity research by proposing and validating a novel framework for EBBE that uniquely integrates both professional and socio-emotional dimensions of employees' experiences. This approach is particularly innovative within the context of the banking sector, offering new empirical insights.

The literature has defined different indicators of training effectiveness. At the performance indicator level of analysis, training effectiveness measures the impact of training on knowledge, skills and job performance. This paper aims to analyse, from the perspective of managers and employees from the hotel sector in Colombia, the relationships between the improvement of knowledge and skills and the improvement of job performance.

The research technique used is a survey. Data are collected from a sample of managers and a sample of employees from the Colombian hospitality industry. The hypotheses are contrasted through regression analysis.

From the managers’ perspective, the data indicate a significant relationship between the improvement of knowledge and work performance. In contrast, there is no significant relationship between improving skills and improving job performance. From the employees’ perspective, significant relationships between the improvement of knowledge and the improvement of skills in job performance are revealed.

This work makes significant contributions to the training literature. It analyses the relationships among indicators of training effectiveness from the point of view of managers and employees from the Colombian hotel sector. It reveals differences between the perspectives of managers and employees.

The purpose of this study is to propose and develop an antecedent model from star hotel employee viewpoint and a consequence model for star hotel customers’ evaluation of the brand equity development process.

In terms of the study setting, structural equation modelling was conducted. Study 1 used the views of 323 star hotels’ employees on the mutual relationships among employee-based brand equity, and Study 2 used 516 star hotels’ customer perspectives concerning the mutual relationships among customer-based brand equity.

In the antecedent model of Study 1 from an employee viewpoint, service quality is a foundational attribute of the indirect influences of brand equity development through brand promise, values and message. A moderating role of brand identity is also found. In the consequence model of Study 2 from the perspective of customers’ evaluation, mutual relationships of brand equity are identified, and social interactions are established that enhance the positive relationships among the different critical attributes of brand equity.

Although numerous hotel branding studies have identified the consequences of hotels for employees, few have simultaneously considered employees and customer feedback in terms of star hotel branding. This research considers the bidirectional effects of such a comprehensive perspective.

As a part of a larger study, the purpose of this study was to explore the learning outcomes for the “manager as coach” when exemplary managers are engaged in coaching their respective employees.

A qualitative, multi-case study using an adaptation of the critical incident technique (CIT) and semistructured interviews was employed with 12 managers and their respective direct reports totaling 24 interviews. Content and constant comparative analyses were used to analyze the data.

A total of five themes and 19 subthemes were identified regarding managers’ learning outcomes from managers’ perspectives. From the perspectives of their employees as coachees regarding their managers’ learning outcomes, one theme with three subthemes emerged.

Limited empirical research has explored the developmental outcomes for managers who serve as coaches for their employees. This study examined the outcomes associated with managerial coaching from both the perspectives of the managers who coach and their direct reports. The findings of this research provide more insight into the benefits managers derive from coaching their employees.

Organizational citizenship behaviour (OCB) holds importance for employees and employers. Although it is culturally relativistic, its definition is West-dominated. Conceptual investigations in non-Western cultures yield different dimensions of OCB. Existing OCB models lack contemporariness and reciprocity. Their perspective may be biased towards management. Practice based on such theory gives poor outcomes. To address these gaps, the authors reconceptualized OCB in the Indian context from an employee perspective.

The authors conducted a qualitative study to build an employee-centric, inductive OCB model. The authors briefed respondents about the meaning of OCB and sought descriptions of instances of OCB performed or witnessed by them. The authors collected 478 descriptions from 49 private sector employees in India. The thematic analysis developed ten themes, each an OCB component, organized into four super-themes, denoting interpersonal, individual, organizational and community orientations.

Five OCB components are new emic additions by the model: Building social relationships, emotionally mature behaviour, learning and knowledge creation, housekeeping and event management, and higher order citizenship. Organizational governance participation is absent from the model. Housekeeping and relationship building are the most appearing OCBs, while voice is the least. Findings are discussed in relation to temporal and cultural background, respondent characteristics and perspective.

Organizations can better support employee OCBs by acknowledging OCBs unique to India, investigating low proportions of voice and civic virtue in the Indian model and informing people policies with this new knowledge.

This is the first attempt to build an inductive model of OCB in India from the employee perspective, making significant contributions to organizational theory and practice.

This paper aims to integrate the perspectives of expatriation and repatriation not as two unrelated stages but rather as one integrated process.

A sample comprising 94 human resource (HR) representatives from large Taiwanese multinational corporations (MNCs) provided objective data on the organizational expatriate/repatriate practices.

The use of developmental assignments was positively related to organizational repatriate turnover, but such a positive relationship was significant only when MNCs used low levels of repatriation support practices. Organizational repatriate turnover was negatively related to employee willingness for expatriation and the use of developmental assignments increased employee willingness for expatriation. Organizational repatriate turnover was a competitive mediator between the use of developmental assignments and employee willingness for expatriation. Moreover, organizational repatriate turnover mediated the relationship when MNCs used low levels of repatriation support practices, but not when MNCs used high levels of repatriation support practices.

MNCs should ensure the use of development assignments is matched with high levels of repatriation support practices and treat expatriation and repatriation management as one integrated process.

As the world economy becomes more integrated, MNCs are increasingly challenged in their efforts to send employees abroad on expatriate assignments that are developmental by design, to reduce organizational repatriate turnover and to increase employee willingness for expatriation. However, there is a lack of understanding about how they are all linked.

The increasingly uncertain and unstable factors in the internal and external environments of megaprojects lead to more potential crises and challenges, hence increasing the importance of improving organizational resilience. This study aimed to explore the effects of transformational leadership and employee self-efficacy on organizational resilience from a leader–employee perspective.

By combining the perspectives of leaders and employees, this study constructed a development mechanism of the organizational resilience of megaprojects. Organizational climate and organizational learning were selected as two organizational resources to study the mediating roles of leaders and employees. A partial least-squares structural equation model was used to test the hypotheses based on data collected from 243 respondents.

Results show that transformational leadership and employee self-efficacy positively affect organizational resilience and organizational resources. Organizational learning positively mediates the effects of leader–employee factors on organizational resilience, whereas organizational climate does not.

This study verifies the positive role of transformational leadership and employee self-efficacy in organizational resilience and reveals the development mechanism of using organizational resources to build organizational resilience. This paper enlightens project managers and employees on how to well respond to the uncertainty and complexity of megaprojects.