scholarly journals The origins of internal communication and employer branding in marketing theories

2021 ◽  
Vol 06 (01) ◽  
pp. 30-45
Author(s):  
Dubravka Sinčić Ćorić ◽  
Anja Špoljarić
Keyword(s):  
Relationship Marketing ◽  
Social Exchange ◽  
Internal Communication ◽  
Working Environment ◽  
Employer Branding ◽  
Employee Relationships ◽  
Theoretical Paper ◽  
Employee Identification ◽  
Marketing Principles ◽  
Internal Communications

Internal communications and employer branding are recognized as important tools for achieving an inspirational working environment, which is both an aim and a means of differentiation between organisations. A growing number of studies demonstrate a connection between internal communication and employee identification with the organisation they work for, as well as with their perception of employer’s brand. The aim of this theoretical paper is to identify and elaborate theoretical foundations that contributed to the development of these two concepts. For that purpose, marketing schools of thought, primarily social exchange school of marketing thought and relationship marketing are analysed and related to the concepts of internal communication, and employer branding. The analysis shows that social exchange school theories can be applied to describe values that are exchanged through internal communication and employer brand activities, while relationship marketing principles are used when implementing these activities in order to develop positive employee relationships.

Sport Sponsorship, Internal Communications, and Human Resource Management: An Exploratory Assessment of Potential Future Research

2008 ◽  
Vol 1 (4) ◽  
pp. 413-423 ◽  
Author(s):  
Lilian Pichot ◽  
Gary Tribou ◽  
Norm O’Reilly
Keyword(s):  
Relationship Marketing ◽  
Human Resources Management ◽  
Internal Communication ◽  
Future Research ◽  
Sport Sponsorship ◽  
Resources Management ◽  
Dual Perspective ◽  
Management Functions ◽  
Brand Integration ◽  
Internal Communications

Successful sponsorship activities in sport often rely on the integration of relationship marketing, internal marketing, external corporate promotion, and strategic management. Although traditional marketing objectives such as brand integration and consumer targeting remain key components of promotional activities in sport, the use of sport sponsorship in today’s environment increasingly implicates personnel issues in the both the sponsor and the sponsee. In fact, sport sponsorship has become a useful tool for some sponsors and sponsees who seek to motivate and involve their employees more in company activities. Therefore, the focus of this commentary is on the internal-communication and human-resources management functions involved in sport sponsorship decisions. The use of mini-case analyses and a dual-perspective (external and internal objectives) approach allows for informed discussion, and suggestions are made for future research.

Business Marketing: The Theory and Practice of B2B

2011 ◽  
Author(s):  
Chris Fill ◽  
Scot McKee
Keyword(s):  
Relationship Marketing ◽  
Theory And Practice ◽  
Challenging Environment ◽  
Marketing Principles

The once predictable world of business marketing is changing. It is now a complex and challenging environment populated by an increasing number of channels, fast developing technology, the expectation that everything and everyone is accountable, and characterised by changing buyer behaviours and an emphasis on conversations and connectedness. Despite these complexities and challenges, at the root of business marketing remains the need to find, develop and maintain relationships. Accordingly, this book is anchored to two main principles, namely, generating demand and building fruitful marketing-based relationships. To drive demand, establish relationships that are of mutual value, and to weave a route through the various complexities, it is important to understand the nature and changing perspectives of B2B buyers. From this knowledge, organisations are better placed to create more buyer-centric demand generation strategies. This book is underpinned and shaped by these ideas. Demand generation issues are recognised throughout the book and a chapter is dedicated to understanding relationship marketing principles.

Using Social Media in the Workplace

2014 ◽  
pp. 146-161 ◽  
Author(s):  
Karen Mishra ◽  
Khaner Walker ◽  
Aneil Mishra
Keyword(s):  
Social Media ◽  
Public Relations ◽  
Human Resources ◽  
Employee Engagement ◽  
Internal Communication ◽  
Marketing Social ◽  
Communication Practices ◽  
Internal Communications ◽  
Relations Marketing

This chapter examines the internal communication practices of Lenovo, a $34 billion Fortune Global 500 technology company, and the world's second-largest PC vendor. In particular, this study examines how this company uses social media as a method of internal communications in fostering employee engagement. Internal communications is generally led by marketing or PR professionals with expertise in human resources, public relations, marketing, social media, and/or employee engagement. One new way that companies are extending internal communication is by developing the use of their company intranets. Intranets can support an organization by sharing accurate company information on a timely basis. This chapter describes how Lenovo has developed and uses its Lenovo Central intranet to engage employees in its mission and vision.

Evaluation of Information Awareness and Understanding through Different Internal Communication Tools

2015 ◽  
pp. 146-165
Author(s):  
Tanja Sedej ◽  
Damijan Mumel
Keyword(s):  
Empirical Data ◽  
Internal Communication ◽  
Communication Tools ◽  
Information Awareness ◽  
Project Organizations ◽  
Internal Communications

We are living at a time when change is the only constant in our lives. This is also true for organizations, which have to communicate these changes effectively to their employees. Internal communications are therefore increasingly garnering attention. In this regard, immense efforts should be made to create high levels of awareness and understanding about a new change project. Organizations use a variety of tools to communicate this information effectively. However, employee awareness and understanding can also vary on the choice of internal communications tools. This chapter presents the results of research carried out in Slovenia in 2012, where an experiment was conducted on 165 individuals. The individuals who took part in the experiment were exposed to information distributed through three different tools used in internal communications. Empirical data concerning the views of awareness and understanding of information according to the three internal communications tools are evaluated and presented.

From Internal Branding to Cultural Transformation

2017 ◽  
pp. 1664-1684
Author(s):  
Maria Matiatou
Keyword(s):  
Corporate Identity ◽  
Cultural Transformation ◽  
Primary Objective ◽  
Internal Communication ◽  
Internal Branding ◽  
Values And Beliefs ◽  
Communication Practices ◽  
Evaluating Methods ◽  
Brand Ambassadors ◽  
Internal Communications

The primary objective of this paper is to explore internal branding as a corporate philosophy: assess the relevance of its values, evaluate the tactics implemented, the nature of the internal communications involved, the outcomes thereof and its role as critical bridge over vision, culture and image gaps. It also aims at bringing awareness on failure possibilities and risks involved when internal constituencies do not fulfill their role as brand ambassadors. Following an overview of the internal branding methodology and literature, perceptions of employees on internal brand communication practices are captured and matched to aspirations, missions and values in different companies. Internal communication and branding outcomes are organically attached to the nexus of corporate identity; alignment of values and beliefs promotes brand identification, integrates practices, boosts loyalty and helps the organization speak in one voice. While some companies have managed to exemplify this strategy through honest and consistent efforts, it is unsafe to generalize the assumption across different industries that normally fail to undertake effective internal branding initiatives through their corporate communication department to strengthen their brands. It is therefore worth evaluating methods that can align theory, intentions and practice.

Examining the Effects of Internal Communication and Emotional Culture on Employees’ Organizational Identification

2020 ◽  
pp. 232948842091406 ◽  
Author(s):  
Cen April Yue ◽  
Linjuan Rita Men ◽  
Mary Ann Ferguson
Keyword(s):  
Organizational Identification ◽  
Online Survey ◽  
Meaning Making ◽  
The United States ◽  
Internal Communication ◽  
Full Time ◽  
Emotional Culture ◽  
Motivating Language ◽  
Employee Identification ◽  
The Impact

As one of the first empirical attempts investigating the emerging role of positive emotional culture within organizations, the study examined how a symmetrical internal communication system and leaders’ use of motivating language contribute to fostering a positive emotional culture featured by joy, companionate love, pride, and gratitude. Furthermore, the study examined the linkage between a positive emotional culture and employees’ organizational identification. A quantitative online survey was conducted with 482 full-time employees in the United States. Results showed that both symmetrical internal communication and leaders’ use of motivating language, including meaning making, empathetic, and direction-giving languages, induced employees’ perception of a positive emotional culture of joy, companionate love, pride, and gratitude, which in turn enhanced employees’ organizational identification. Positive emotional culture fully mediated the impact of corporate and leadership communications on employee identification with the organization. Theoretical and practical implications of the findings are discussed.

INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYER BRANDING IN THE MOBILE TELECOMMUNICATION SECTOR IN KENYA

2017 ◽  
Vol 2 (1) ◽  
pp. 13
Author(s):  
Dr. Dinah Chebet Keino ◽  
Dr. Hazel Gachunga ◽  
Dr. Kennedy Ogollah
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Computer Software ◽  
Target Population ◽  
Team Work ◽  
Working Environment ◽  
Mobile Telecommunication ◽  
Employer Branding ◽  
Telecommunication Sector ◽  
Telecommunication Companies

Purpose: The purpose of the study was to establish the effect of organizational culture on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most telecommunication companies in Kenya employee’s work as a team, rather than hierarchy. The results also revealed that in most Mobile telecommunication companies in Kenya people are viewed as an important source of competitive advantage. The results also revealed that most telecommunication companies in Kenya have consistent core values. The results also showed that majority agreed with the statement that Work is organized so that each person can see the relationship between his or her job and the goals of the organizationUnique Contribution to Theory, Practice and Policy: The Mobile telecommunication sector in Kenya should have clear well communicated long term vision as well as formal and structured induction, orientation and familiarization process. The study also recommends that the mobile telecommunication companies in Kenya should enhance strategy fit culture, involve the employees in decision making and in addition, strive to maintain good working environment, flexible work schedule, and refreshing atmosphere which will boost employee’s morale and encourage team work. Finally, the findings should also be used in comparison with the performance of other companies like the manufacturing and academic institutions in kenya in relation to Human resource practices, organizational culture and employer branding.

Managing working behaviour towards new ways of working: a case study

2016 ◽  
Vol 18 (4) ◽  
pp. 270-286 ◽  
Author(s):  
Olga Guillette van Diermen ◽  
Schelte Beltman
Keyword(s):  
Field Study ◽  
Interior Design ◽  
Success Factors ◽  
Research Literature ◽  
Internal Communication ◽  
Working Environment ◽  
Literature Study ◽  
Workplace Change ◽  
Content Type ◽  
New Ways Of Working

Purpose This paper aims to address the management of people and their working behaviour successfully during workplace change – from a traditional way of working towards new ways of working. The study was based on the observation that during workplace change, organisations often fail to see the importance of managing (working) behaviour during the process of workplace change. The focus is mostly on the design of the new working environment and the information technology in it. However, these do not seem to be the determining aspects of the success of workplace change, merely necessary boundary conditions. This paper will elucidate how internal communication can make the greatest impact on shifting people’s working behaviour and attitudes and thus manage it effectively. Design/methodology/approach A literature study has been conducted to investigate the relation between the topics of new ways of working, workplace change and internal communication. This study surfaced the importance of the aspect of (working) behaviour within workplace change. Subsequently, a field study was performed, during which several interviews were held with the project team of the R&D department of a chemical multinational, who is on the brink of implementing a new workplace concept. Also, focus group interviews were held with their employees to research personal views on expected working behaviour. Findings The outcomes of the research, literature review and field study clarify the critical success factors for internal communication to manage the workplace change, so it lives up to the expectations. These are: face-to-face communication, assigning the manager the role of workplace change leader and use internal communication to inform employees and inspire them. Originality/value In this paper, the behavioural aspect has been identified as a key determinant of perceived success of a new workplace concept. Managing workplace change successfully should therefore merely focus on managing the working behaviour of the people involved, instead of managing the building and interior design or the technology in it. Internal communication was identified as a pivotal tool to reach this success.

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