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Attracting resources (financial and non-financial), supporters and the community’s attention to sports and physical activity has become essential for local sports associations (LSAs). Corporate social responsibility (CSR) initiatives are innovative and less imitable tools for strengthening relationships with customers (Lim et al., 2018), and there needs to be relevant research on CSR and the variables discussed in this study at the level of small sports organizations. Moreover, past research has focused on professional sports organizations in developed and non-Islamic countries. So, the following research questions are: What is the influence of CSR initiatives on the organizational reputation, brand equity and customer satisfaction of LSAs operating in the context of recreational sports, particularly in Islamic developing countries, and how does this relationship evolve within the framework of small sports organizations?

Participants (n = 290) consisted of all customers who used the services of LSAs in the Islamic Republic of Iran). This research seeks to measure the relationship between variables within a causal model based on structural equation modeling.

This study critically examines the connection between CSR, customer satisfaction, organizational reputation and brand equity in LSAs. This study presents a model that explores how CSR influences customer satisfaction, reputation and brand equity in LSAs in developing countries.

Consequently, customers are likely to feel more satisfied with LSAs that demonstrate a commitment to CSR, and this leads to evaluations of the organization’s reputation and brand equity, ultimately resulting in outcomes for them.

This research presents a comprehensive theoretical model that examines the relationship between CSR, customer satisfaction, reputation and brand equity of LSAs in developing Islamic countries. LSAs must understand and recognize customer interests in social issues and their response to various CSR programs.

The purpose of this paper is to adapt the well-established concept of “brand equity” in order to define and measure employer branding and its organizational consequences.

This paper utilized structural equation modeling with a large sample of 600 employees to test the proposition that organizational brand equity (OBE) is translated into attitudes toward the workplace (organizational commitment) and has possible behavioral consequences (turnover intentions).

The study findings provide support for a partial mediation model. In addition to a direct association between OBE and turnover intentions, organizational commitment mediates the relationships between OBE and turnover intentions within a 12-month period.

Employer branding research is heterogeneous in terms of measurement tools and scope. This paper is part of an emerging perspective that suggests the adoption of the brand equity concept from marketing into the field of OB. This paper investigates the relationships between brand equity, employees’ commitment and turnover intentions. Well-established measures and a large-scale sample of 602 participants are used.

The purpose of this article is to integrate organizational capabilities into the place branding process to showcase how a lead destination marketing organization (DMO) can influence a customer-based brand equity outcome. Doing so highlights the strategic, relational nature of place branding. The authors focus specifically on first- and zero-order capabilities, integrating absorptive capacity (first-order) and an innovation capability (zero-order) into a place branding framework. We define an innovation capability within a place branding context and offer absorptive capacity as a mechanism through which DMO leaders can exploit external knowledge acquisition.

The paper presents a theoretical framework of the place branding process that integrates firm capabilities. A framework based on analyzing existing place branding models and integrating organizational capabilities, which find root in strategic management literature, was developed.

Findings indicate that existing frameworks address operational and customer capabilities in some manner yet largely ignore innovation capabilities. A definition of an innovation capability for place brand managers and scholars is offered, and offer absorptive capacity as means to integrate external knowledge into the DMO. Utilizing multiple levels of capabilities allows a firm to influence customer-based brand equity. Testable propositions based on the authors' framework are offered.

Managerial implications of integrating stakeholder capabilities into place branding include appreciating a culture of innovation within DMOs, learning from external stakeholders meaningfully and regularly and encouraging creative thinking that can produce new processes, policies or services.

By integrating organizational capabilities, attention is drawn to internal aspects of the place branding process the place can control directly. Capabilities dictate how an organization sees itself; learns from its stakeholders; and then integrates that knowledge into organizational, stakeholder and innovation capabilities. Therefore, capabilities are inherently internal mechanisms through which a DMO can influence place brand outcomes, which are understood here as brand equity elements.

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.

This paper seeks to clarify the process that leads employees and prospective applicants to be attracted to remain with the organization or apply for a job offer in private companies in Zhejiang, China.

The paper applies concepts from marketing to people management, particularly the concept of brand equity. It proposes, on the basis of a literature review and preliminary interview data in three private companies in Hangzhou, Zhejiang, that prospective applicants and employees evaluate job offers or organizational positions based both on organizational attractiveness (OA) and on employee‐based brand equity (EBBE) perceptions. It then presents a model of the relationship between OA and EBBE for future research in China, proposing the particular importance of the dimensions “economic value”, “development value” and “social value” for Chinese employees. It then suggests implications for future research and practice, especially the relationship between OA and EBBE for both Chinese employees, job seekers and applicants.

The private economy is significant to China, accounting for 65 per cent of gross domestic product (GDP) and 56 per cent of total tax revenue. For Zhejiang, a private economy‐dominated province, talent recruitment and turnover are problems that hinder future development. OA and EBE may play a key role in intentions to accept a job offer, and as a mediator and a key variable in the initial recruitment.

The paper draws on preliminary interview studies in China to propose a framework for future research to clarify the role of OA and EBBE in Chinese job choice intentions and behaviours.

Recruitment messages and internal branding communications should focus on EBBE so as to influence OA perceptions and job intentions in China. Social, economic and development value are suggested as particularly important dimensions of EBBE in China.

The study clarifies the role of OA and EBBE in the process that leads to the intention to apply, respond to job offers, and remain with the organization, and discusses implications for further research and practice in China.

The purpose of this paper is to present a multidimensional evaluation of brand equity performance incorporating dimensions adopted from the balance scorecard (BSC) approach to business performance.

In this study, text mining is used for automatic extraction of valuable information from textual data such as the financial reports of firms. Instead of expert opinions, linguistic scales built upon outcomes of text mining are used as inputs for decision-making. The proposed model combines fuzzy DEMATEL (FDEMATEL), fuzzy ANP (FANP), fuzzy TOPSIS (FTOPSIS) and fuzzy VIKOR (FVIKOR) methods for weighting criteria and ranking alternatives.

Using data from five privatized firms in Turkey, the study’s findings demonstrate that the customer is the most important dimension of brand equity performance evaluation. Cash flow and brand loyalty are identified as the most important criteria in the measurement of brand equity performance.

Findings highlight the importance of firms taking action to increase consumer perceptions, attitudes and behaviors in the privatization processes. For this purpose, privatized firms need to understand the expectations of customers to increase customer satisfaction and loyalty and therefore improve brand equity.

The paper contributes to literature in several important ways. First, by adopting the BSC approach, it proposes a holistic and a multidimensional model for measuring brand equity performance. Second, the study offers a novel methodology using a hybrid multi-criteria decision-making model designed for the fuzzy environment. Third, the study uses the knowledge extraction tool of text mining in the fuzzy decision-making process. Finally, the study evaluates the brand equity performance of privatized firms in an emerging country context.

This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits.

The study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices.

The findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE.

This study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.

This study aims to identity the component of corporate social responsibility (CSR) and examine its role in industrial brand equity creation. This study examines the path via value proposition derived by industrial buyers through social performance of suppliers.

Drawing from the means-end chain paradigm, this study develops a conceptual model illustrating consequences of CSR perception. The model is empirically tested with 404 purchasing managers of manufacturing firms in India.

This study finds an empirical link between the CSR perception among industry buyers with consumption value and subsequent impact on industrial brand equity of suppliers. This study addresses the conundrum related to the role of social performance of supplier in purchase decision.

The brand preference decision among industrial buyers has majorly focused on price quality conundrum. The supplier groups emphasis on providing the value to customer group across the price quality continuum. However, with growing importance of social accountability, the social performance of suppliers has become integral to decision-making for decision-makers. The supplier groups are expected to create offering with amalgamation of social responsiveness.

To the best of the author’s knowledge, this study is the first to demonstrate the impact of CSR perception on value proposition for industrial buyers. Multiple theories have advanced the importance of value in brand equity; the empirical study is probably first in the context.

This paper approaches the subject of brand equity measurement on and offline. The existing body of research knowledge on brand equity measurement has derived from classical contexts; however, the majority of today's brands prosper simultaneously online and offline. Since branding on the Web needs to address the unique characteristics of computer‐mediated environments, it was posited that classical measures of brand equity were inadequate for this category of brands. Aaker's guidelines for building a brand equity measurement system were thus followed and his brand equity ten was employed as a point of departure. The main challenge was complementing traditional measures of brand equity with new measures pertinent to the Web. Following 16 semi‐structured interviews with experts, ten additional measures were identified.