2024/11/17 by Bianca Sousa, Pedro Ferreira · 1 voice
Business, Management and Accounting · #Employer Branding and e-HRM #Entrepreneurship Studies and Influences #Corporate Identity and Reputation
paper · doi:10.1108/mrjiam-05-2024-1542
openalex publication_date 2024/11/17 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/30
Purpose This study aims to examine the relationships between brand-specific transformational leadership (TFL), employer branding and employee-based brand equity (EBBE) in the business-to-business (B2B) context. Additionally, the study investigates the mediating role of employer branding in the relationship between brand-specific TFL and EBBE, shedding light on the mechanisms through which brand-specific leaders impact EBBE via employer branding initiatives. Design/methodology/approach The study takes a quantitative approach. Data collection was conducted using a questionnaire in B2B service sectors. The PLS method was applied in Smart PLS (V. 3.0) to test the established relationships between constructs. Findings The findings reveal significant positive associations between brand-specific TFL and employer branding, as well as between employer branding and EBBE. The relationship between brand-specific TFL and EBBE is partial mediated by employer branding. Originality/value This study contributes to theoretical understanding by advancing knowledge on the mechanisms driving EBBE within B2B firms. It offers practical insights for managers and researchers by highlighting the importance of leadership and employer branding strategies in enhancing EBBE in the B2B context.