Mind anchors and heart grips: the role of HRM and LMX in internal branding
基于挪威医院员工调查数据，研究发现高承诺人力资源管理和领导-成员交换通过组织承诺正向影响员工品牌支持，且领导-成员交换调节了人力资源管理对声誉策略嵌入的影响。
Internal branding strategies, as in"selling" an organization’s brand to employees so that they will "sell" it to external stakeholders, is a common way for practitioners to get employees to actively support organizational branding efforts. Scholars investigating how organizations best can facilitate such an employee brand support have largely ignored the role of HRM and leader-member exchange (LMX). To test for this data from a survey among Norwegian hospital employees were analyzed. As hypothesized, we found positive relationships between high-commitment HRM and LMX and three manifestations of employee brand support, namely reputation strategy embeddedness, brand-congruent behaviour, and brand development participation. Organizational commitment mediated all the relationships. Examining HRM and LMX simultaneously, we found that LMX moderated the relationship between high-commitment HRM and reputation strategy embeddedness. Theoretical and practical implications and directions for future research are discussed.Supplemental data for this article is available online at https://doi.org/10.1080/09585192.2021.1931407 .