• Brand champion behaviour: Its role in corporate branding

      Yakimova, Raisa; Mavonda, F.; Freeman, S.; Stuart, H. (2017)
      Brand champions are responsible for encouraging employee commitment to the corporate brand strategy. They strongly believe in and identify with the brand concept—the company’s selected brand meaning, which underpins corporate brand strategy implementation. We conducted research to explore why and how brand champion behaviour operates within companies implementing a new corporate brand strategy. Against a backdrop of growing interest in brand champion behaviour in corporate branding research, we grounded our study in social identity theory and rhetorical theory from change management literature. Our findings show that articulating a compelling brand vision, taking responsibility, and getting the right people involved are the most widely used strategies by brand champions. We uncover how rhetorical strategies within brand champion behaviour generate employee commitment to a new corporate brand strategy. The dimension of brand champion behaviour that is effective depends on the type of brand evolution, involving shifts in the brand concept. We make suggestions for further studies underpinned by social identity theory and rhetorical theory to investigate brand champion behaviour processes within companies introducing a new corporate brand strategy.
    • The role of staff engagement in facilitating staff-led value co-creation

      Merrilees, B.; Miller, D.; Yakimova, Raisa (2017-03)
      The study extends customer-led co-creation research to the related staff-led value co-creation domain. In particular, the purpose of the study is to investigate the role of staff engagement as a facilitator of staff-led value co-creation. Design/methodology/approach: A new conceptual framework develops a model of staff-led value-creation, using three types of staff-led co-creation. A quantitative approach is used. Survey collection yielded a sample of 1165 employees in an Australian not-for-profit context across nineteen organizations. AMOS SEM (Structural Equation Modelling) analyzes the data. Findings: A major finding is the nexus between staff engagement and staff-led value co-creation. The nexus applies for three types of staff-led co-creation and three staff categories. Different explanatory mechanisms apply to each type of staff-led value co-creation. Research Limitations/implications: The not-for-profit context may not generalize to the for-profit sector, but future research could clarify this matter. Practical implications: The results can inform organizations wishing to create greater service contributions through greater staff participation, which can include a staff-initiating (staff-led) role. Different value co-creation targets require different corporate triggers, reflecting the different explanatory mechanisms of each co-creation type. Social Implications: The not-for-profit context provides major social implications. Originality/value: The emphasis on staff-led value co-creation augments the customer-led co-creation literature. Additionally, exploring the (staff) engagement to (staff) value co-creation nexus is a novel contribution.