Chapter 8 Enacted internal branding: theory, practice, and an experiential learning case study of an Austrian B2B company

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

Citation

von Wallpach, S. and Woodside, A.G. (2009), "Chapter 8 Enacted internal branding: theory, practice, and an experiential learning case study of an Austrian B2B company", Glynn, M.S. and Woodside, A.G. (Ed.) Business-To-Business Brand Management: Theory, Research and Executivecase Study Exercises (Advances in Business Marketing and Purchasing, Vol. 15), Emerald Group Publishing Limited, Leeds, pp. 389-428. https://doi.org/10.1108/S1069-0964(2009)0000015012