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This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

The aims of this article are to measure the brand equity of service firms (luxury hotels) using a customer perspective, to identify factors that predict customers’ brands relationships and to explore the links between service brand equity and employee brand commitment

Two surveys were conducted to achieve the research objectives. The first survey objective was to measure brand equity using a sample of 250 international customers of five‐star hotels in Bangkok. The second survey objective was to collect information regarding employee brand commitment in each selected hotel using a sample of 250 employees.

Results show that hotels belonging to the same category have different brand equity and that brand differentiation and brand trust are the variables that have the major influence on customer brand relationships. Perceived service quality and associations related to hotel core services are not related to brand relationships. High hotel brands equity have a stronger level of employee brand commitment that low hotel brands equity.

For hotel managers the research findings illustrate the importance of brand differentiation and trust for international hotels chains and illustrate the importance of employee brand commitment in the process of building a strong band. Therefore this research has an implication not only for marketing but also for human resource managers and for hotel general managers.

The value of this research resides in the exploration between service brand equity and employee brand commitment. The literature on service marketing emphasizes the link between employee and service quality but to the authors' knowledge little research has explored the link between the service brand and its employees.

This paper aims to examine the impact of employee-based brand equity (EBBE) and perceived environmental uncertainty (PEU) on firm performance.

Data were collected through an e-mail survey from fast-moving consumer goods (FMCG) firms in the UK and UAE. Sample sectors included cosmetics and toiletries, household care products, packaged food, soft drinks and tobacco firms. Quantitative data were analyzed using structural equation modeling.

The results suggest strong support for the hypothesized relationships, thereby providing strong validation for the proposed model. One interesting finding was that the PEU affected employee brand equity significantly stronger in the UK than in the UAE. This phenomenon is explained in the discussion section.

Although several studies have indicated several other elements for EBBE, such as brand commitment and brand citizen behavior, the authors borrowed King et al.’s (2012) EBBE concept and limited their variables on EBBE for brand endorsement, brand allegiance and brand consistent behavior.

Knowledge is expanded through an empirical study validating the proposed model, which provides meaningful insights for developing training tools for internal brand management. Firms have to increase the brand manager’s commitment to increase the employee brand equity, which in turn increases the firm’s performance.

This paper makes three imperative contributions to the branding literature: expanding the existing brand equity literature to incorporate employee brand equity; being the first known empirically tested PEU on employee brand equity; and empirically testing employee brand equity, which has been ignored in branding literature on firm performance.

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.

The purpose of this paper is to present the first known empirically‐tested model of Employee Based Brand Equity (EBBE). In doing so, it seeks to provide insight into how organisations can not only effectively manage the internal brand building‐process but also, more importantly, appreciate the subsequent employee effects and organisational benefits.

Data were collected via an online survey of 371 employees who work in service organisations, sourced from a market research database list.

Strong support was found for nine out of the ten hypothesised relationships, thus providing strong validation for the proposed model.

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 the limitations.

Knowledge is gained from empirically validating a model of EBBE: it further enriches the application of traditional brand management techniques; provides a framework for brand communication training; increases organisational understanding of how to engender positive employee actions; and increases the accountability of such an internal investment by identifying measurable organisational benefits that accrue as a result of such efforts.

The paper makes three important contributions: expanding the existing brand equity literature to incorporate a third yet equally relevant perspective, that being the employee; 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 reflecting the perceptions of employees, who are currently under‐represented in the internal brand management literature.

Though employees are important stakeholders of a brand, their role in building brand equity has long been neglected. This study aims to deepen the understanding of employees’ brand co-creation efforts and their contribution to employee-based brand equity (EBBE).

The study analyses implicit and explicit communication activities by employees on the social media network LinkedIn and quantifies the contribution of their posts to EBBE. Data has been gathered from more than 1,300 posts and 130 private accounts, representing different employee groups of five corporate brands.

The investigation illustrates the high importance of brand co-creation in social networks by employees and helps practitioners to better understand the underlying processes.

Case-study research has limitations of generalisability. However, the authors unveil important limits to exploiting the autonomy of employees’ word-of-mouth communication.

Under a co-creative perspective, every social media activity of an employee can be a positive contribution to a brand’s equity. Therefore, companies should closely monitor EBBE.

The authors draw on basic conceptual insights and empirical work by other researchers but extend and interpret them in a new context. The study provides initial indications of key antecedents of and barriers to successful management of employees’ brand co-creation activities.

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.

Through a systematic literature review, this paper aims to endeavor to present a thorough historical perspective on the evolution of employee-based brand equity (EBBE), offering a comprehensive understanding of its development. The study explores the general model, causes and effects of EBBE, as well as the role of culture, leadership and brand management in building EBBE. The paper proposes an integrative framework to understand the interrelationships between the various dimensions of EBBE and offers practical guidelines for future research and the business world.

The paper uses a systematic literature review approach to analyze and synthesize 30 studies on EBBE retrieved from SCOPUS and Web of Science. The analysis involves a thematic and content-based examination of the literature, which is organized into three thematic groups.

The review highlights the importance of EBBE as a driver of organizational performance and success. The paper identifies the evolution of the major themes, trends and debates in the literature and suggests areas for future research. It underscores the need for more qualitative, multi-level and longitudinal research on EBBE, as well as the exploration of the links between EBBE and other forms of brand equity.

This paper is one of the first systematic literature reviews of EBBE, offering a comprehensive and integrated view of the existing literature since the beginning of this concept. The paper’s originality lies in its proposed integrative framework that captures the interrelationships between the various dimensions of EBBE and provides practical guidelines for future research and the business world.

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.

Branding has become a permanent source of competitive advantage for any leading business. Predominantly, it is execution inside the organization for employees. The purpose of this paper is to measure the influence of internal branding (IB) on customers-based brand equity (CBBE) and the mediating effect of organizational loyalty (OL) between two retail store chains of an under developing country (e.g. Pakistan).

This paper draws on primary data. Data were collected from frontline officers and customers of selected retail stores. Descriptive analysis, mediation analysis and independent sample t-test data analysis techniques were applied through smart PLS and SPSS.

The results of the study revealed that IB influences OL and CBBE. The outcomes showed the mediation effect of OL on the relationship between IB and CBBE partially. Furthermore, results of this papers also disclosed a difference in the levels of IB and OL in both organizations. But, there was no difference in the level of brand equity among customers of both retail stores.

The retail store sector is growing at fast pace with new innovations in all dimensions of the sector. These results could help the retail industry with empirical pieces of evidence to implement IB in their organizations to make the strong relationship between store and customer through efficient and well-trained frontline officers.

The study’s noteworthy contribution to the industry and academic world is the empirical support for the relationship between IB and CBBE. This study has explored the IB in the service sector (i.e. the retail store) from the non-western and under developing context.