How Employees’ Evaluations Of Brand Competitiveness Drive Employee-Based Brand Equity

This study addresses the underexplored employee perspective in brand competitiveness research by introducing the concept of employee-based brand competitiveness (EBBC) and examining its influence on employee-based brand equity (EBBE). Grounded in Social Exchange Theory, the study develops and empirically validates the EBBC–EBBE model using a mixed-methods approach. Qualitative interviews with 20 employees provide initial evidence for EBBC’s impact on employee behaviour, confirm conceptually derived mediators, and reveal additional psychological mechanisms. A quantitative survey of 496 employees confirms EBBC’s positive effect on EBBE, identifies trait competitiveness as a moderator, and validates brand pride, prosocial motivation, and career opportunities as mediators. The findings offer theoretical contributions by expanding brand competitiveness research to include internal stakeholders and advancing internal and employer branding literature. Practically, the study provides actionable insights for managers on how brand competitiveness can contribute to employee engagement and retention. This research contributes a novel construct and a theory-based, empirically supported model for understanding how brand competitiveness influences employees, reinforcing the strategic value of branding beyond external audiences.