Aligning employee service recovery performance with brand values: the role of brand-specific leadership

Khanyapuss Punjaisri*, Heiner Evanschitzky, John Rudd

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

This study investigates the effects of brand-specific leadership on employees' brand-aligned service recovery performance (SRP). In order to do so, we empirically test a conceptual model of relationships between brand-specific transformational leadership (TFL) and transactional leadership (TRL), trust in leader and in corporate brand, brand identification, and SRP from employees' perspectives. It is the first study to incorporate trust in corporate brand into the framework. Results from a study of 246 customer-contact employees show that brand-specific TFL has a positive impact on all variables studied, while brand-specific TRL is ineffective in fostering brand-building behaviours. More specifically, brand-specific TFL's effects on employee SRP are mediated by trust in the leader, trust in the corporate brand, and brand identification. Implications and future research directions are discussed.

Original languageEnglish
Pages (from-to)981-1006
Number of pages26
JournalJournal of Marketing Management
Volume29
Issue number9-10
Early online date2 Sep 2013
DOIs
Publication statusPublished - 2013

Bibliographical note

This is an Author's Accepted Manuscript of an article published in Punjaisri, K., Evanschitzky, H., & Rudd, J. (2013). Aligning employee service recovery performance with brand values: the role of brand-specific leadership. Journal of marketing management, 29(9-10), 981-1006. Journal of marketing management 2013 © Westburn Publishers, Taylor & Francis, available online at: http://www.tandfonline.com/10.1080/0267257X.2013.803144

Keywords

  • identification
  • leadership
  • service recovery
  • structural equation modelling
  • trust

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