Human resource management's role in internal branding: an opportunity for cross‐functional brand message synergy
| Published date | 01 May 2005 |
| Date | 01 May 2005 |
| DOI | https://doi.org/10.1108/10610420510601030 |
| Pages | 163-169 |
| Author | Timothy W. Aurand,Linda Gorchels,Terrence R. Bishop |
| Subject Matter | Marketing |
Human resource management’s role in internal
branding: an opportunity for cross-functional
brand message synergy
Timothy W. Aurand
Department of Marketing, Northern Illinois University, DeKalb, Illinois, USA
Linda Gorchels
Fluno Center, Executive Education Center, University of Wisconsin Madison, Madison, Wisconsin, USA, and
Ter rence R. Bishop
Department of Management, Northern Illinois University, DeKalb, Illinois, USA
Abstract
Purpose – Many articles and books have been written about building, measuring and managing brand equity – primarily from the perspective of the
marketing function. However,the management of the “internal touchpoints” necessary to deliver on the brand promise has received less attention. The
paper aims to study these.
Design/methodology/approach – A two-wave e-mail survey was administered to business seminar participants. Multi-item measures and a six-
point Likert scale were developed and analyzed to better understand the perceived involvement of human resource (HR) in internal branding efforts and
the relationship between HR involvement and the incorporation of the brand message into work activities and attitude toward the brand.
Findings – In spite of well-documented internal branding initiatives, there appears to be room for improvement among HR departments in terms of
successfully delivering the corporate branding message. However, there does appear to be a strong personal attitude toward the brand among US
professionals, and a strong relationship exists between HR involvement in internal branding and the incorporation of the brand into work activities.
Practical implications – Employees seem to have a more positive attitude toward the brand and are more likely to incorporate this image into their
work activities when there is some degree of HR involvement in the internal branding process.
Originality/value – The successful promotion of the internal branding doctrine may be as dependent on HR initiatives as on those developed in the
marketing department. By involving HR in internal branding projects, firms can better use internal communications to give employees a deeper
understanding of the brand and the role that they play in enhancing the brand promise.
Keywords Brands, Internal marketing, Human resource management
Paper type Research paper
An executive summary for managers and executive
readers can be found at the end of this article.
Introduction
The human resource (HR) management role in organizations
continues to grow in importance. As the academic and the
business communities learn more of the dramatic impact that
informed, well trained, and motivated employees can have on
the successful development and implementation of strategic
plans, there are increasing calls for HR to become more
engaged in core business processes (Ulrich, 1998; Becker
et al., 1997). While the need for an increased HR role has
been met with little to no adversarial rebuttal, research
supporting the significant impact that HR can have on the
development and implementation of strategic business
initiatives – including the brand promise, remains limited.
Academicians and practitioners can barely envisage the
impact that someone like Chip Bell, a receptionist at
Patagonia, has on the hundreds of customers, suppliers,
retailers, and other stakeholders he comes in contact with
each day. Mr Bell is an 11-time world Frisbee champion,
environmentalist, and surfing instructor. In turn, he embodies
the Patagonia brand, or as Ind (2001) reports, he lives the
brand. Anyone dealing with Mr Bell is directly exposed to the
Patagonia brand message and its inherent value. Patagonia
subsequently benefits tremendously from Mr Bell’s personal
commitment to the firm’s brand message, as well as a similar
level of commitment from employees throughout the
company.
Because of the success of firms such as Patagonia, calls
have been made for organizations to do more to increase
employee commitment and performance through
engagement in branding and marketing efforts specifically
(Mitchell, 2002). Employees who are in consensus with an
organization’s brand are more likely to act consistently in
ways supporting how the organization hopes that external
constituencies perceive it and its products/services. This
belief is consistent with the concepts associated with the
The Emerald Research Register for this journal is available at
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The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1061-0421.htm
Journal of Product & Brand Management
14/3 (2005) 163–169
qEmerald Group Publishing Limited [ISSN 1061-0421]
[DOI 10.1108/10610420510601030]
163
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