Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel Brand
The tourism industry has become more competitive with recent developments in information technology. Consensus on the role played by organisational culture in firm performance and sustainable competitive edge is well established across industries, including hospitality. In the tourism sector, bran...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
| Published: |
AfricaJournals
2020-09-01
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| Series: | African Journal of Hospitality, Tourism and Leisure |
| Subjects: | |
| Online Access: | https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_5_9_4__449-468.pdf |
| _version_ | 1811285492463828992 |
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| author | Dali Mavuso Tshegofatso Maponyane R.I. David Pooe Watson Munyanyi |
| author_facet | Dali Mavuso Tshegofatso Maponyane R.I. David Pooe Watson Munyanyi |
| author_sort | Dali Mavuso |
| collection | DOAJ |
| description | The tourism industry has become more competitive with recent developments in information technology.
Consensus on the role played by organisational culture in firm performance and sustainable competitive edge is
well established across industries, including hospitality. In the tourism sector, brand management is considered
strategic since it is able to position a firm favourably in the eyes of its stakeholders, including customers and
employees. This study employed a cross-sectional survey design to collect data from 165 hotel employees in and around Johannesburg. Structural equation modelling using the Smart PLS programme was carried out for data
analysis. The results of the study found that all four dimensions of organisational culture, namely involvement, consistency, adaptability and mission, were positively and significantly related to employee-based brand equity. The results of the study offers evidence-based recommendations to prioritise employee-based brand equity and to leverage organisational culture to attain this brand equity. |
| first_indexed | 2024-04-13T02:44:55Z |
| format | Article |
| id | doaj.art-53dc9f16dedc4fb7bb27992dbc7ea072 |
| institution | Directory Open Access Journal |
| issn | 2223-814X |
| language | English |
| last_indexed | 2024-04-13T02:44:55Z |
| publishDate | 2020-09-01 |
| publisher | AfricaJournals |
| record_format | Article |
| series | African Journal of Hospitality, Tourism and Leisure |
| spelling | doaj.art-53dc9f16dedc4fb7bb27992dbc7ea0722022-12-22T03:06:03ZengAfricaJournalsAfrican Journal of Hospitality, Tourism and Leisure2223-814X2020-09-0194449468https://doi.org/10.46222/ajhtl.19770720-30Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel BrandDali Mavuso0Tshegofatso Maponyane1R.I. David Pooe2Watson Munyanyi3College of Business and Economics, University of JohannesburgCollege of Business and Economics, University of JohannesburgCollege of Business and Economics, University of JohannesburgCollege of Business and Economics, University of JohannesburgThe tourism industry has become more competitive with recent developments in information technology. Consensus on the role played by organisational culture in firm performance and sustainable competitive edge is well established across industries, including hospitality. In the tourism sector, brand management is considered strategic since it is able to position a firm favourably in the eyes of its stakeholders, including customers and employees. This study employed a cross-sectional survey design to collect data from 165 hotel employees in and around Johannesburg. Structural equation modelling using the Smart PLS programme was carried out for data analysis. The results of the study found that all four dimensions of organisational culture, namely involvement, consistency, adaptability and mission, were positively and significantly related to employee-based brand equity. The results of the study offers evidence-based recommendations to prioritise employee-based brand equity and to leverage organisational culture to attain this brand equity.https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_5_9_4__449-468.pdfinvolvementconsistencyadaptabilitymissionemployee-based brand equity |
| spellingShingle | Dali Mavuso Tshegofatso Maponyane R.I. David Pooe Watson Munyanyi Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel Brand African Journal of Hospitality, Tourism and Leisure involvement consistency adaptability mission employee-based brand equity |
| title | Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel Brand |
| title_full | Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel Brand |
| title_fullStr | Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel Brand |
| title_full_unstemmed | Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel Brand |
| title_short | Leveraging Organisational Culture for Employee-based Brand Equity in a South African Hotel Brand |
| title_sort | leveraging organisational culture for employee based brand equity in a south african hotel brand |
| topic | involvement consistency adaptability mission employee-based brand equity |
| url | https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_5_9_4__449-468.pdf |
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