This chapter examines the topic of internal branding from an organizational/ behavioral science perspective, theoretically and empirically investigating how organizational members actually enact corporate brands. A mixed-method research procedure serves to surface conscious (i.e., deliberate) and unconscious (i.e., tacit) internal brand meaning enactments in an internationally operating Austrian corporate business-to-business (B2B) brand. The results are an evidence of the potential complexity of real-life internal branding processes that limit the possibility of achieving a cohesive intended internal implementation of corporate brands. The chapter concludes with the managerial implication that purposeful managerial interventions necessitate an understanding of the social system that is the target of the internal branding initiative.
|Title of host publication||Business-to-Business Brand Management : Theory, Research, and Executive Case Study Exercises|
|Editors||Mark S. Glynn, Arch G. Woodside|
|Place of Publication||Bingley|
|Publisher||Emerald Group Publishing|
|Publication status||Published - 2009|
|Series||Advances in Business Marketing and Purchasing|
von Wallpach, S., & Woodside, A. (2009). Theory and Practice of Enacted Internal Branding: The Case of an Austrian B2B Company. In M. S. Glynn, & A. G. Woodside (Eds.), Business-to-Business Brand Management: Theory, Research, and Executive Case Study Exercises (pp. 389-428). Emerald Group Publishing. Advances in Business Marketing and Purchasing, Vol.. 15 https://doi.org/10.1108/S1069-0964(2009)0000015012