Co-branding alliances as an employer branding strategy

Abstract of this study

Purpose -The purpose of this study is to investigate how co-branding alliances are perceived by current and potential employees of an outdoor action sports service provider.

Design/methodology/approach - The study follows a "sequential mixed-method approach" with a focus on co-branding alliances within an Austrian tourism and outdoor sports company. The study conducts qualitative, semi-structured interviews with managers of the company to gain initial insights. Subsequently, the proposed hypotheses are tested using empirical quantitative data collected via a questionnaire from existing and potential employees.

Results - The results show that co-branding alliances can serve as effective internal and external employer branding strategies. Partner brand fit is particularly important in terms of potential employees' perceived job security. The results further confirm positive relationships between job security and employer recommendation among existing employees and between perceived job security and application intent among potential employees. The results thus underline the potential benefits for companies to use co-branding alliances as an employer branding tool.

Practical implications - The findings suggest that organizations should partner with brands that share similar values and strategically use co-branding alliances to motivate existing employees while attracting potential employees. This approach offers a promising way to strengthen an organization's position as an employer of choice.

Originality/benefits - This research offers original insights into co-branding alliances as a strategic employer branding tool. It examines their impact on internal and external employer branding and employer-related outcomes in the tourism and hospitality industry.

Findings from this study

• Co-branding as a strategic employer branding tool:The results show that co-branding alliances can be usedeffectively as internal and external employer branding strategies to position a company as an attractive employer. The study thus underlines the potential benefits for companies that use co-branding alliances strategically as an employer branding tool.
• The key role of the fit between participating brands for potential employees:The interplay between partner brands is particularly important for the perceived job security of potentialemployees. Strong interaction signals stability to potential applicants and can have a positive influence on the employer image. For existing employees, however, this direct positive relationship between the interplay of company values and job security could not be confirmed, indicating that other factors (such as leadership behavior or contract conditions) dominate this influence.
• Internal commitment through company values:For existing employees, the strength of the brand interplay is not a significant predictor of job security or the perception of company values. Instead, the results confirm that company values significantly predict job security. When employees internalize the company values and identify with them, they perceive a higher level of job security.
• Jobsecurity as a driver for application and recommendation:Perceived job security has a decisive influence on whether or not potential employees apply for a job. In addition, a positive relationship between job security and the recommendation of the employer was foundamong existing employees.