Developing a model for the Internal Brand Activation in service organizations from the perspective of Brand-based Human Resource Management (Case study of Bank Mellat)

Document Type : Research Article (with qualitative approaches)

Authors

1 Banking Industry Research Consultant / PhD Student, University of Tehran - Organizational Behavior and Human Resources

2 Assistant Professor in Farabi campus

3 Assistant Professor in Management Department, University of Tehran

4 university of tehran

Abstract

Purpose: Nowadays for making strong brands, service organizations need to activate and institutionalize their brand values ​​within the organization. With this premise, the leading research has been defined and implemented with the aim of developing an internal brand activation model from the perspective of human resource management activities in service organizations.
Research Findings: Data analysis obtained from 151 people in qualitative session, using theme analysis method, and 751 code sources were obtained. After analyzing the results, 112 sub-codes related to internal brand activation were identified and classified into 37 concepts and 15 categories. Also, to evaluate the reliability of coding, the agreement coefficient of kappa (0.65 at a significance level of 0.016) was used, which is in an acceptable level.
Limitations & Consequences: The limitation of this research has been doing it in one bank, which makes it difficult to generalize it to the whole ecosystem.
Practical Consequences: This study provides an executive framework for brand activation in service organizations.
Innovation or value of the Article Addressing a new concept that has an important place in the branding process and a model that with a systematic structure, will streamline the brand in the spirit of the organization.
Paper Type: Case Study

Keywords

References

  1. C., Zeplin, S., & Riley, N. (2009). Key determinants of internal brand management success: An exploratory empirical analysis. Brand Management, 16(4), 264–284.
  2. Borhani, T., & Hadizadeh Moghadam, A. (2016). Study of factors affecting employees' mental well-being. Public Administration Perspective, 7(3), 85–103. [In Persian]
  3. Hadizahed Moghaddam, A., Jamali, Sh., & Rezaee, M. (2012). Model of Internal Branding effects on brand citizenship behavior in hotel industry. Management Research in Iran, 16 (3), 203-223.
  4. Harter, (2019). If your managers aren’t engaged, your employees won’t Be either. Harvar Business Review. https://hbr.org/2019/06/if-your-managers-arent-engaged-your-employees-wont-be-either.
  5. Iglesias, O., Ind, N., & Alfaro, M. (2013). The organic view of the brand: A brand value co-creation model. Journal of Brand Management, 20(8), 670–688.
  6. Lee Yohn, D. (2017). Why your company culture should match your Brand. harvard bussiness review. https://hbr.org/2017/06/why-your-company-culture-should-match-your-brand.
  7. Lee Yohn, D. (2018). Engaging Employees Starts with Remembering What Your Company Stands for. harvard bussiness review. https://hbr.org/2018/03/engaging-employees-starts-with-remembering-what-your-company-stands-for.

 

  1. Macey, W.H., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology, 1(1), 3–30.
  2. Mahnert, Kai, F., & Torres, Ann M. (2007). The brand inside: The factors of failure and success in internal branding - Special issue on irish perspectives on marketing relationships and networks. Irish Marketing Review, 19 (1 &2), 54-63.
  3. Malloy, B., Milinsky, P., & Batterson, S. (2016). Inside internal brand activation.THOUGHT LEADERSHIP. http://yoursimpletruth.com/blog/internal-brand-activation.
  4. Mishra, A., & Munshi, S. (2011). Factors influencing internal branding process. opinion, 1(1), 178-188.
  5. Mohammadpour, A. (2011). Qualitative research method (anti-method). (Vol. I). Tehran: Jameshenasan [In Persian].
  6. Punjaisri, Kh., & Cheng, R. (2010). Exploring the relationship between corporate, internal and employer branding. Journal of Product & Brand Management, 19(6), 401–409.
  7. Punjaisri, Kh., & Wilson, A. (2007). The role of internal branding in the delivery of employee brand promise. Brand Management, 15(1), 57–70.
  8. Punjaisri, Kh., Wilson, A., & Evanschitzky, H. (2008). Exploring the influences of internal branding on employees' brand promise delivery: Implications for strengthening customer-brand relationships. Journal of Relationship Marketing, 7(4), 407- 424.
  9. Punjaisri, Kh., Wilson, A., & Evanschitzky, H. (2009). Internal branding: an enabler of employees’ brand-supporting behaviors. Journal of Service Management, 20(2), 209-226.
  10. Punjaisri, Kh., & Wilson, A. (2007). The role of internal branding in the delivery of employee brand promise. Brand Management, 15(1), 57–70.
  11. Rezaian, A. (2011). Management of organization political behaviors. Tehran: Samt [In Persian].
  12. Saeed, R., Zameer. H., Tufail, S., & Ahmad, I. (2015). Brand Activation: A theoretical perspective. Journal of Marketing and Consumer Research. 13(2), 45-60.
  13. Tabarsa, Gh. , Geravand, B., Taheri, S., & Shahbakhsh, B. (2021). to investigate the relationship between Work Place Spirituality and Organizational Commitment using Work Engagement as a mediator variable. Public Management Perspective, 12(2), online publishing. doi: 10.29252/jpap.2021.100823. [In Persian]
  14. Taylor, B. (2010). Brand Is Culture, Culture Is Brand. Harvard Business Review. https://hbr.org/2010/09/brand-is-culture-culture-is-br
  15. Vallaster, E., & de Chernatony, L. (2005). The employee as brand builder: antecedents and measures of employee performance. Paper presented at 1st Brand Colloquium, Birmingham.
  16. Wallace, E., de Chernatony, L., & Buil, I. (2013). Building bank brands: How leadership behavior influences employee commitment. Journal of Business Research 66, 165–171.

Files

Share

How to cite

Statistics