European Journal of Marketing

The purpose of this paper is to examine the relationship between corporate identity, corporate marketing and the pursuit of corporate objectives, particularly those objectives that require action at a societal level.

The research is based on a literature review and an holistic, multiple method case study, drawing on e‐mail newsletters, interviews, web sites, media articles and organizational documents.

Corporate identity may serve as a constraint on behaviour that limits strategic and tactical options. It may also constitute a strategic resource that enables action. The seven distinctive characteristics of front organizations identified in the paper enable them to overcome some of the constraints experienced by other organizational types in pursuing corporate objectives requiring action at a societal level.

Future research directions include: analysis and theory development in relation to the design and marketing of a “packaged present” CI; the expansion of this analysis to other types of temporary organizations; and further exploration of the implications of temporality for corporate marketing.

Deploying an “active” definition of corporate identity can take practitioners beyond the audit‐based approach, with its focus on understanding “what the organization is”, to a strategic approach to corporate marketing focused on the temporal question “what does the organization wish to become?”

This paper begins to address two significant gaps in the corporate marketing and corporate identity literatures: the first in relation to corporate identity and temporality; and the second in relation to temporary organizations, particularly front organizations. The paper identifies seven distinctive characteristics of front organizations, which provide the basis for future research.

The purpose of the article is to investigate relationship quality in retail relationships as influenced by its antecedents (loyalty programme quality and personal interaction quality) and resulting in customer loyalty to the retailer. The focus is on loyalty programme members' perceptions and differences between segments of consumers with different levels of involvement in the product category.

The method used was a consumer survey. Two waves of cross‐sectional telephone interviewing with 116 and 410 members of a retail loyalty club were conducted. Structural equation modelling served for the estimation of relationships in an integrated conceptual framework among constructs of loyalty programme quality, personal interaction quality, relationship quality and loyalty, relevant to the development of retail relationships.

The findings suggest that loyalty programme quality is important for relationship quality; however, efforts to assure personal interaction quality with customers are needed to improve relationship quality as well as customer loyalty. The study deepens knowledge of relationship quality's antecedents and consequences in the retail environment with regard to segments of customers with different levels of product category involvement.

The research is limited to members of a selected DIY retailer's loyalty programme, not accounting specifically for membership in multiple loyalty programmes. Future research could use different methodologies such as longitudinal studies to examine dynamic relationships among the constructs in the study.

In the retail context, practical implications of the impact of loyalty programme quality and of personal interaction quality on relationship quality and customer loyalty are considered.

The paper contributes to the understanding of members' perceptions and responses to relationship quality as well as to some mechanisms underlying customer loyalty in loyalty programmes.

This paper aims to analyse the role of market orientation in the internationalisation of small software firms.

The study combines qualitative case studies with quantitative data from the firms in question.

Market orientation in the internationalisation of knowledge‐intensive small firms consists of three elements: customer orientation, competitor orientation and value‐network coordination. Achieving a successful balance between these elements will considerably smoothen the internationalisation process.

The results of this study suggest that small companies should consider their market‐oriented behaviour in line with their value network. The role of market orientation may also vary according to market‐pull or technology‐push conditions.

This study is among the first empirical contributions to combine the internationalisation and market‐orientation approaches in studying SMEs. It also contributes to achieving a better understanding of the market‐orientation concept from the perspective of small high‐technology firms.

This study aims to examine the antecedents of employee brand commitment (BC) and brand citizenship behaviours (BCB). In doing so, it also aims to propose a model which includes organisational socialisation, relationship orientation and employee receptiveness to explain the relationships between these three antecedents and BC and BCB.

A quantitative research methodology was adopted which resulted in the development of a self‐administered online survey instrument. As the population of interest was employees working in a service industry, a purposive sampling technique was adopted. Using a national database of service employees, a random sample of 2,000 e‐mail addresses was generated and respondents were invited to participate in the online survey. This resulted in the completion of 371 online surveys, representing a response rate of 19 per cent.

The findings revealed a significant positive effect between organisational socialisation and BCB, but not with BC. On the other hand, relationship orientation was found to have a significant positive effect on BC, but not BCB. Employee receptiveness was the only antecedent to have a strong positive effect on both BC and BCB.

Given the findings, it appears that individual employee factors are extremely important in understanding how employees feel about and behave in relation to their employer's brand. Just as the external market literature reports numerous links between individual factors (i.e. personality, values, motivation, etc.) of consumers and consumption‐related behaviour, the internal market literature will significantly benefit by adopting a similar line of enquiry in relation to employees. The acquisition of such knowledge will not only assist organisations in selecting “brand‐oriented” employees, but will also help them identify, develop and nurture future brand champions.

This study provides insight to managers that covet organisational success through the adoption of internal brand management practices. In particular, it empirically validates the significance of the receptivity of employees in enhancing not only their commitment to the brand but the exhibition of “pro” brand behaviours as well. Without employees that are first receptive to organisational dialogue, the intentions of internal brand management initiatives are unlikely to be realised.

This study provides empirical evidence of the antecedents of employee brand commitment and subsequent brand behaviour. In doing so, it highlights the need to understand the pre‐existing individual factors that employees bring to the employment exchange table, given that they significantly influence the way in which employees feel about and behave in relation to their employer's brand.

This paper aims to examine the concept of “consumer animosity”, model its antecedents, and assess its influence on intention to purchase.

Survey questionnaires were distributed by a quasi‐random sample of school pupils across Taiwan to an adult member of their household, for completion and return. A return rate of 70 percent yielded 456 usable questionnaires, the data from which were analysed by the LISREL structural equation modelling software.

The results suggest that perceived personal economic hardship and the normative influence of members of a consumers' reference group have a positive impact on the phenomenon of consumer animosity, which in turn negatively affects the intentions of consumers in Taiwan to purchase products originating in mainland China and Japan. Contradicting previous studies, consumer animosity was found to be dependent on judgments of product quality.

The research model was built from data collected by non‐probability sampling in a single country. There was no evidence of sampling bias, but future studies would benefit from inclusion of more independent variables and a wider geographical scope.

The findings contain many practical lessons for planners of export marketing strategy.

Two existing theories of social behaviour are integrated with the concept of consumer animosity to explain consumption choices in an international context.