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When is brand orientation a useful strategic posture?

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  • Nathaniel Boso

    (Leeds University Business School, University of Leeds, Leeds)

  • Paige S Carter
  • Jonathan Annan

Abstract

This study examines the extent to which the effect of brand orientation on sales performance is contingent upon levels of transformational leadership and inter-functional collaboration. Using primary data from 108 subsidiaries of multinational enterprises (MNEs) operating in the Commonwealth Caribbean region, the study finds that brand orientation is not directly related to sales performance. However, findings show that brand orientation is positively related to sales performance when levels of both transformational leadership and inter-functional collaboration are high. Theoretical implications of these findings are discussed while drawing lessons for MNE subsidiary brand management practice.

Suggested Citation

  • Nathaniel Boso & Paige S Carter & Jonathan Annan, 2016. "When is brand orientation a useful strategic posture?," Journal of Brand Management, Palgrave Macmillan, vol. 23(4), pages 363-382, July.
    • Handle: RePEc:pal:jobman:v:23:y:2016:i:4:d:10.1057_bm.2016.15
    DOI: 10.1057/bm.2016.15
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    Cited by:

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    2. Shaun M. Powell, 2016. "Journal of Brand Management – Year end review 2016," Journal of Brand Management, Palgrave Macmillan, vol. 23(6), pages 601-611, November.
    3. Balmer, John M.T. & Podnar, Klement, 2021. "Corporate brand orientation: Identity, internal images, and corporate identification matters," Journal of Business Research, Elsevier, vol. 134(C), pages 729-737.

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