Factors affecting employee-based brand equity: Evidence from China
Employee-based brand equity (EBBE) has been receiving increasing attention in recent years. However, most studies focus on the construct definition and scale development, as well as the effects that EBBE may have on corporate performance.Few studies try to identify the source of EBBE, or in other wo...
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| 主要な著者: | , , |
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| フォーマット: | 論文 |
| 言語: | English |
| 出版事項: |
Universiti Utara Malaysia
2018
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| 主題: | |
| オンライン･アクセス: | http://repo.uum.edu.my/24007/1/IIJMS%2024%202%202018%201%2018.pdf http://repo.uum.edu.my/24007/ http://ijms.uum.edu.my/index.php/current-issues |
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| 要約: | Employee-based brand equity (EBBE) has been receiving increasing attention in recent years. However, most studies focus on the construct definition and scale development, as well as the effects that EBBE may have on corporate performance.Few studies try to identify the source of EBBE, or in other words, the antecedents of
EBBE. The major study of the antecedents of EBBE is King and Grace’s model (2010), which is restricted to the service industry.As this research is cultural context-dependent, it is necessary to test the framework of King and
Grace’s model (2010) in other regions or industries. Replication studies are important for the generalizability of strategic management theories as reputed journals such as the Academy of Management Journal (AMJ) and the Strategic Management Journal (SMJ) have proposed.Therefore, this study was designed to test King and Grace’s
model (2010) in an eastern cultural context (China) and covers several non-service sector industries.The results confirmed King and Grace’s model to a high extent, which has significant implications for firms in developing
countries. |
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