Theory and Practice of Enacted Internal Branding: The Case of an Austrian B2B Company

Sylvia von Wallpach, Arch Woodside

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Abstract

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.
Original languageEnglish
Title of host publicationBusiness-to-Business Brand Management : Theory, Research, and Executive Case Study Exercises
EditorsMark S. Glynn, Arch G. Woodside
Place of PublicationBingley
PublisherEmerald Group Publishing
Publication date2009
Pages389-428
Chapter8
ISBN (Print)9781848556706
DOIs
Publication statusPublished - 2009
Externally publishedYes
SeriesAdvances in Business Marketing and Purchasing
Volume15
ISSN1069-0964

Cite this

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