Brand-Specific Leadership: Turning Employees into Brand Champions

By F. Morhart, W. Herzog, Torsten Tomczak. 2009

559 citations recorded by the source corpus.

Subfields: Information Systems and Management, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/731039b55997ddcd4f374544ac7848d27ab85df0

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Citations in the corpus

The Impact of Self-Congruity and Evaluation of the Place on WOM: Perspectives of Tourism Destination Residents (2021, methodology): “We used the typology of pWOM proposed by Chen, Dwyer, and Firth (2015), and we adapted a total of 13 items reflecting three different types of WOM from Chen, Dwyer, and Firth (2014b), Cronan and Al-Rafee (2008), Hsu et al. (2007), Morhart, Herzog, and Tomczak (2009), and Picazo-Vela et al. (2010).”
Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “Existing literature shows that different forms of leadership have a great influence on the commitment of followers (e.g. Bass and Riggio, 2006; Hawkins and Dulewicz, 2009; Herold et al., 2008; Morhart et al., 2009).”
Service employee burnout and engagement: the moderating role of power distance orientation (2016, background): “In service organizations, employees are regarded as brand builders, or so-called brand ambassadors, who deliver brand promise to customers (Morhart et al. 2009).”
Unpacking the relationship between empowering leadership and service-oriented citizenship behaviors: a multilevel approach (2014, unknown): “This is in contrast to Morhart et al. (2009) and MacKenzie et al. (2001), who did not find a direct positive relationship between transformational leadership and extrarole behaviors, and Netemeyer et al. (1997), who also did not find a significant relationship between leadership support and…”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “The subjective experience of autonomy, competence, and relatedness mediated in the relationship of charismatic–transformational leadership with in-role and extra-role brand building behavior and turnover intentions (further mediated by internalization; Morhart et al., 2009).”
Brand authenticity: An integrative framework and measurement scale (2013, background): “Hypothesis Parameter Estimate Antecedents of PBA H1a Brand Scandals a→ Integrity -.46 ⁎⁎ H1b Employee Behavior a → Credibility .65 ⁎⁎ H2a “Roots” Communication Style b → Continuity .61 ⁎⁎ H2b “Virtue” Communication Style b → Integrity .70 ⁎⁎ H3 Brand Anthropomorphism c → Symbolism .63 ⁎⁎ Outcomes of”
Transformational leadership and turnover (2017, background): “…a process of compliance, leading to an increase in turnover intentions and a decrease in in-role and extra role brand building behaviors, whereas transformational leaders influence followers through a process of internalization and decreased turnover (Barling et al., 1996; Morhart et al., 2009).”
Exploring the impact of employees’ self-concept, brand identification and brand pride on brand citizenship behaviors (2016, background): “Pride may motivate employees to go the extra mile (Bolino and Turnley, 2003; Tracy and Robins, 2007), to showpassion for the brand and to become brand champions (Chiang et al., 2013; Morhart et al., 2009).”
Residents’ Place Satisfaction and Place Attachment on Destination Brand-Building Behaviors: Conceptual and Empirical Differentiation (2018, background): “Ambassador behaviors are defined as residents’ behaviors consistent with the image and values of the place, such as dressing codes, manners, etc. (Morhart, Herzog, and Tomczak 2009), as well as behaviors satisfying tourists’ needs in the tourism-specific context (Choo, Park, and Petrick 2011).”