نوع مقاله : مقاله پژوهشی

نویسنده

استادیار مدیریت ورزشی، دانشکده تربیت بدنی، دانشگاه تبریز

چکیده

هدف: برندسازی داخلی مفهومی است که به بررسی تأثیر کارکنان در ایجاد تصویری بهتر از برند در ذهن مشتریان می­پردازد. از این­رو، در پژوهش حاضر به تأثیر برندسازی داخلی برکارکنان در سازمان­های ورزشی پرداخته شده است.
روش‌شناسی: پژوهش حاضر از جهت هدف؛ کاربردی و از نظر گردآوری داده؛ توصیفی-پیمایشی است. نمونه مورد مطالعه در این پژوهش شامل 221 نفر از کارکنان باشگاه های بدن­سازی مطرح در سطح شهر تهران، اصفهان، تبریز، شیراز و مشهد بودند. همچنین برای گردآوری داده از پرسشنامه­ محقق ساخته (ضریب آلفای کرونباخ 87/0) استفاده شد که با مراجعه مستقیم و به روش خودگزارشی تکمیل شدند. برای تحلیل داده ها نیز از روش مدل­یابی معادلات ساختاری استفاده شد.
یافته‌ها: نتایج حاصل از مدل مسیر با توجه به مقادیر ضرایب مسیر مناسب و نتایج ماتریس همبستگی متغیرها، وجود رابطه معنادار و مثبت را تأیید کرد. بنابراین تأثیر برندسازی داخلی بر رفتار برند محور، حس تعلق، تعهد و وفاداری به برند کارکنان مثبت ارزیابی شد.
نتیجه‌گیری: بر اساس یافته­ها، اجرای اثربخش برنامه­های برندسازی داخلی در باشگاه­های مورد مطالعه و دیگر سازمان­های ورزشی می­تواند تاثیر قابل توجهی بر درک کارکنان نسبت به برند سازمان، در خدمت­رسانی موفق به مشتری و در بهبود تصویر برند سازمان در ذهن مشتری داشته باشد

کلیدواژه‌ها

عنوان مقاله [English]

The impact of internal branding in sports organizations: A case study research in fitness clubs

نویسنده [English]

  • Vajiheh Javani

Assistant Professor of Sport Management, Faculty of Physical Education, University of Tabriz

چکیده [English]

Objective: Internal branding is a new concept to consider the impact of employees to create a better brand image in the minds of customers. This study aims to investigate the effects of internal branding on the behavior of the employees in the organization.
Methodology: This study was descriptive- survey one.The sample in this study consisted of 221 employees of the famous clubs in cities; Tehran, Isfahan, Tabriz, Shiraz and Mashhad. The data was collected through consulted directly and self-report procedure by a researcher-conducted questionnaire (Cronbach's alpha coefficient 87/0) which scaled with a five-point Likert from strongly agree to strongly disagree .Amos Graphic software was used for analyzing Data.
Results: The results of the path analyses coefficients and the results of the correlation matrix of variables showed positive and significant relationship among variables. So the effect of internal branding on employees’ brand oriented behavior, sense of brand belonging, brand commitment and brand loyalty was verified.
Conclusion: According to the result, internal branding of clubs and other sports organizations can have a significant impact on employees' perceptions of the organization and its brand, help to get successful service to customers and improve brand Image in the mind of the customers

کلیدواژه‌ها [English]

  • Internal branding
  • Sports organizations
  • Employees
  • Ø Abimbola, T., Lim, M., Foster, C., Punjaisri, K., & Cheng, R. (2010). Exploring the relationship between corporate, internal and employer branding. Journal of Product & Brand Management, 19(6), 401-409.
  • Ø Abzari, M., & Ghujali, T. (2011). Examining the impact of internal marketing on organizational citizenship behavior. International Journal of Marketing Studies, 3(4), 95.
  • Ø Ahmed, P. K., & Rafiq, M. (2003). Internal marketing issues and challenges. European Journal of marketing, 37(9), 1177-1186.
  • Ø Aurand, T. W., Gorchels, L., & Bishop, T. R. (2005). Human resource management's role in internal branding: an opportunity for cross‐functional brand message synergy. Journal of Product & Brand Management, 14(3), 163-169.
  • Ø Baron, S., Patterson, A., Oakes, S., Harris, K., Punjaisri, K., Evanschitzky, H., et al. (2009). Internal branding: an enabler of employees' brand-supporting behaviours. Journal of Service Management, 20(2), 209-226.
  • Ø Bauer, H. H., Stokburger-Sauer, N. E., & Exler, S. (2008). Brand image and fan loyalty in professional team sport: A refined model and empirical assessment. Journal of sport Management, 22(2), 205.
  • Ø Bergstrom, A., Blumenthal, D., & Crothers, S. (2002). Why internal branding matters: The case of Saab. Corporate Reputation Review, 5 (2-3), 133-142. Bergstrom, A., Blumenthal, D., & Crothers, S. (2002). Why internal branding matters: The case of Saab. Corporate Reputation Review, 5(2-3), 133-142
  • Ø Burmann, C., & Zeplin, S. (2005). Building brand commitment: A behavioural approach to internal brand management. The Journal of Brand Management, 12(4), 279-300.
  • Ø Byrne, B. M. (2013). Structural equation modeling with AMOS: Basic concepts, applications, and programming: Routledge.
  • Ø CHONG, M. (2012). Infusing Corporate Values and Delivering Brand Promise: Singapore Airlines' Experience.
  • Ø Cooper, J., & Cronin, J. J. (2000). Internal marketing: A competitive strategy for the long-term care industry. Journal of business Research, 48(3), 177-181.
  • Ø De Chernatony, L. (2010). From brand vision to brand evaluation: The strategic process of growing and strengthening brands: Routledge.
  • Ø Erkmen, E., & Hancer, M. (2015). “Do your internal branding efforts measure up?” Consumers’ response to brand supporting behaviors of hospitality employees. International Journal of Contemporary Hospitality Management, 27(5), 878-895.
  • Ø Focus, H. (2006). Brand your company to get and keep topemployees. HR Focus, 83(10).
  • Ø Foster, C., Punjaisri, K., & Cheng, R. (2010). Exploring the relationship between corporate, internal and employer branding. Journal of Product & Brand Management, 19(6), 401-409.
  • Ø Gautam, T., Van Dick, R., & Wagner, U. (2004). Organizational identification and organizational commitment: Distinct aspects of two related concepts. Asian Journal of Social Psychology, 7(3), 301-315.
  • Ø Goodman, M. B., Sharma, N., & Kamalanabhan, T. (2012). Internal corporate communication and its impact on internal branding: Perception of Indian public sector employees. Corporate Communications: An International Journal, 17(3), 300-322.
  • Ø Keller, K. L., & Lehmann, D. R. (2006). Brands and branding: Research findings and future priorities. Marketing science, 25(6), 740-759.
  • Ø Kline, R. B. (2015). Principles and practice of structural equation modeling: Guilford publications.
  • Ø Kotler, P. (2002). Marketing places: Simon and Schuster.
  • Ø Papasolomou, I., & Vrontis, D. (2006). Using internal marketing to ignite the corporate brand: The case of the UK retail bank industry. The Journal of Brand Management, 14(1-2), 177-195.
  • Ø Punjaisri, K., & Wilson, A. (2007). The role of internal branding in the delivery of employee brand promise. The journal of brand management, 15(1), 57-70.
  • Ø Punjaisri, K., & Wilson, A. (2011). Internal branding process: key mechanisms, outcomes and moderating factors. European Journal of Marketing, 45(9/10), 1521-1537.
  • Ø Punjaisri, K., Wilson, A., & Evanschitzky, H. (2008). Exploring the Influences of Internal Branding on Employees' Brand Promise Delivery: Implications for Strengthening Customer–Brand Relationships. Journal of Relationship Marketing, 7(4), 407-424.
  • Ø Saleem, F. Z., & Iglesias, O. (2016). Mapping the domain of the fragmented field of internal branding. Journal of Product & Brand Management, 25(1), 43-57.
  • Ø Schiffenbauer, A. (2001). Study all of a brand’s constituencies. Marketing News, 35(11), 17.
  • Ø Sharma, N., & Kamalanabhan, T. J. (2012). Internal corporate communication and its impact on internal branding: Perception of Indian public sector employees. Corporate Communications: An International Journal, 17(3), 300-322.