建立品牌心理擁有感的一個整合模式與實證分析：多層級與長期性研究

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行政院國家科學委員會專題研究計畫期末報告

建立品牌心理擁有感的一個整合模式與實證分析：多層級

與長期性研究(第 3 年)

計畫類別：個別型計畫編號： NSC 98-2410-H-004-047-MY3 執行期間： 100 年 08 月 01 日至 102 年 01 月 31 日執行單位：國立政治大學企業管理學系計畫主持人：韓志翔計畫參與人員：碩士級-專任助理人員：鍾鳳瑜碩士級-專任助理人員：何品儀碩士級-專任助理人員：高勝昌碩士級-專任助理人員：江旭新公開資訊：本計畫涉及專利或其他智慧財產權，2 年後可公開查詢

中華民國 102 年 04 月 30 日

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中文摘要：品牌文化不只強化內部員工向心力、認同感，對外在的利害關係人也具有明確的象徵，代表了公司的價值、規範以及所展現出來的所有人為事物，不只在競爭激烈的環境中代表了與競爭者的差異，在徵才選才的同時，認同品牌文化的員工也會被吸引，不只減少了社會化的磨合期，也創造了員工的品牌心理擁有感與品牌公民行為。由此可知，品牌心理擁有感之重要性。此篇論文之目的乃是探討品牌心理擁有感之前因與結果因素，從文獻得知，品牌心理擁有感之前因因素為公司品牌管理，結果因素為品牌公民行為。本研究採取了兩個步驟，以探討品牌心理擁有感之前因與結果因素，本研究首先進行了公司品牌管理、品牌心理擁有感與品牌公民行為之量表發展，其次，本研究探索了公司品牌管理、品牌心理擁有感、品牌公民行為與品牌權益之跨層次關係。中文關鍵詞：品牌文化、品牌心理擁有感、品牌公民行為

英文摘要： This study emphasizes on the effects of the branding culture on employees＇ brand-related attitudes and behaviors. Under the influence of the branding

culture, employees make decisions and implement tasks with the brand as their first concern, which is shown by the possession of the sense of brand psychological ownership and the brand citizenship behaviors

performed when interacting with the customers. Therefore, the analytical results prove that this study finds evidences to bridge the gap.

英文關鍵詞： branding culture 、brand psychological ownership、 brand-related behaviors

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The Investigation of Multilevel Relationships among Branding Culture, Brand Psychological Ownership, Brand Citizenship Behavior and

Customer-based Brand Equity

Introduction

Successful service organizations stress the role of brand management to deliver a

consistent and distinctive customer brand experience. The branding culture which is

the pattern of brand values helps employees understand brand-related activities and

thus provide them norms for behavior in the interactive service process. As market

orientation is regarded as the organizational culture which collects values from the

market, the branding culture is the effective culture which collects values both from

markets and organizational members. Naver and Slater (1998) argue that “If a market

orientation were simply a set of activities completely disassociated from the

underlying belief system of an organization, then whatever an organization’s culture,

a market orientation could easily be implanted by the organization at any time.”

Homburg and Pflesser (2000) argue that the organization with market-oriented culture

can make employees produce market-oriented behaviors and improve market

performance. As an organization which adopts market-oriented culture can make

employees produce market-oriented behavior (Kohli and Jaworski, 1990), this

research asserts that an organization can make employees realize brand values by

shaping the brand culture. Extended from the perspective, the organization can

establish values of branding culture, and transmit brand values to frontline employees.

Consumers who interact with frontline employees experience not only the benefits of

intangible products but also the benefits of service attitude. Therefore, branding

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conceptualize market-oriented culture as the four-component construct which include

market-oriented basic values, market-oriented norms, market-oriented artifacts, and

market-oriented behaviors. According to prior research, researchers seldom explore

the components of the branding culture, revealing a critical research gap.

Aaker (1996) asserted that critical stakeholders perceive credibility when brand

values are consistent with the values of organizational culture. From the perspective

of resource-based view of strategy, the distinctive cultural characteristics make the

organization sustainable to the competitive advantages (Martin and Hetrick, 2006). This is the reason that internal branding seeks to develop a common value-based ethos

which attach to the vision of the brand culture (Mosley, 2007). Corporate branding

practices include transmitting the brand-related vision, culture and image (Hatch and

Schulz 2003) can affect the cognitive-affective sentiments of employees. That is, an

organization can utilize the branding culture to induce their employees to develop

positive cognitive-affective associations with respect to the brand thus producing

positive brand cognition. Mayhew, Ashkanasy, Bramble, and Gardner (2007) argue

that employees with psychological ownership have the feeling of possession toward

the organization. The relationship between the organization and employees is affected

by many factors, which include culture, climate, attitudes of senior managers, goal,

vision, and image. Organ (1988) argues that organizational members who accept the

values, norms, and artifacts of the culture produce organizational citizenship behavior,

thus contributing to the organizational performance. Extended from the perspective,

this research argues that branding culture contributes to brand psychological

ownership and brand citizenship behavior. However, researchers seldom explore the

relationships between branding culture, brand psychological ownership and brand

citizenship behavior, indicating another critical research gap.

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branding culture which includes shared brand values, norms for the brand, and

artifacts of the brand can strengthen employees’ cognition and customers’

identification. The second construct, brand psychological ownership, indicates that the

psychological state that makes employees feel the ownership of the brand and produce

positive brand attitudes. The third construct, brand citizenship behavior, represents

that employees with brand-oriented altruistic spirit can live the brand and display

positive brand behavior. Literature has shown that researchers have seldom explored the multilevel relationships among branding culture, brand psychological ownership,

and brand citizenship behavior, revealing a critical research gap.

Since the branding phenomena can be observed in two levels, hierarchical linear

modeling approach is utilized as the main analytical method. This research collected

multilevel data from employees and employers from 18 franchise organizations in

order to prove hypotheses proposed by this research.

Literature Review and Hypotheses Development

Branding Culture and Brand Psychological Ownership

Building on the theory of organizational behavior, organizational culture

contributes to employees’ cognitions. Schein (1992) indicates that organizational

members who identify organizational practices not only foster organizational

identification but also dedicate their efforts to the organization. This helps

organizational members get consensus in the allocation of rights and position.

Excellent organizational culture makes organizational members produce high

identification, and makes members be proud of their participation. Organizational

culture with the open and harmonious atmosphere can make members feel they are

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acquisition and cognition which turns employees’ personal characteristics into a part

of psychological contracts. The values of organizational culture make organizational

members generate organizational identification which promotes good interaction with

organizational members and makes them experience the enhancement of self-worth.

The organizational culture makes employees’ mental cognitions transformed, like

having connection with organizational targets and being proud of being organizational

members, which have connection with psychological ownership characteristics.

Homburg et al. (2000) argue that the organization can adopt organizational practices

to makes employees perceive norms, values and artifacts of market-oriented culture.

As for the organization which focuses on brand strategies, branding culture can

contributes to employees’ brand-related cognitions.

Pierce, Kostova and Dirks (2001) define psychological ownership as the sense of psychological ownership for tangible or intangible target and have the state of feeling

that the target is “mine”. The origin of psychological ownership mainly derives from

three basic human needs: (1) self-space: individuals want to have their own

proprietary home or space, which is the description of the sense of belonging (Ardrey,

1996; Porteous, 1976). (2) needs of efficacy and fulfillment: individuals who are

attracted by people, things and objects in their surroundings hope to have the power of

control and satisfaction. For example, a bag with luxurious brand will make

individuals produce the sense of pride and superiority, which symbolizes their status

and power. (3) self-identity: by the memories and experiences, psychological

ownership helps individuals look for the need and realize their feelings, showing a

unique self-value and identity (Dittmar, 1992). When the target and individuals are

more closely correlated, the target becomes a part of individuals’ extension and makes

individuals produce psychological ownership toward the target. Therefore, this study

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of possession, thus producing brand psychological ownership.

Mayhew et al. (2007) argue that organizational psychological ownership focuses

on the connection between the organization and organizational members. Many

factors which may affect these connection included culture, climate, attitudes of

senior managers, goal, vision, and image. Extended from these perspectives, this

study argues that branding culture makes employees feel at home and have sense of

belonging toward the brand. The brand value makes employees feel they have the

sense of pride and superiority to control the brand. That is, the branding culture makes

employees produce feelings of self-identity, and take brand-related standard as their

own standards, thus generating brand psychological ownership. Therefore, hypothesis

1 is proposed.

Hypothesis 1: Branding culture positively affects brand psychological ownership.

Branding Culture and Brand Citizenship Behavior

Organ (1988) proposes that a close relationship exists between organizational

culture and organizational citizenship behavior. Organizational members who accept

the values, norms, and artifacts of the culture produce extra-role behavior, thus

contributing to the organizational performance. As for the teamwork, members who

accept values of the team may display good external behavior, and present the

citizenship behavior. As for the newcomers, organizational culture which includes

values, norms, and shared beliefs transmit to newcomers through organizational

members in the process of socialization. The process decides the newcomers how to

perceive, to think, make the decisions, and produce behaviors. Moorman and Blakely

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culture are related to organizational citizenship behavior. Therefore, organizational

culture is regarded as a major premise of enhancing organizational citizenship

behavior. That is, the impact of organizational culture on organizational members is

fulfilled through the process of socialization. Organizational members are glad to

work beyond job requirements and not to care about whether it’s rewarded or not. The

invisible help can help members display more extra-role behavior. Employees who

perceive the fit between organizational values and personal values display

organizational citizenship behavior easily (Hoffman and Woehr, 2006), indicating the

importance impact of cultural values on organizational citizenship behavior.

Building on the perspectives of organizational behavior, the organization can

strengthen employees’ brand identification through brand communication, such as the

transmission of brand belief, brand values, and brand norms (Hatch and Schulz, 2003).

When an organization effectively communicates with employees about the cores of

branding culture, employees may display brand-related extra-role behavior. This

research argues that the organization can utilize the branding culture to communicate

the values, norms, and artifacts in order to make employees identify the brand and

display brand citizenship behavior. Thus, hypothesis 2 is proposed.

Hypothesis 2: Branding culture positively affects brand citizenship behavior.

Brand Psychological Ownership and Brand Citizenship Behavior

Psychological ownership, which originates from the sense of belonging, fulfills

individual’s need and makes individuals feel that this place is owned by them (Van

Dyne and Pierce, 2004). The sense of belonging refers to the rights for organizational

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organization commitment. As a result, when the level of psychological ownership is

higher, the level of organization commitment is higher as well. Employees with

psychological ownership perceive a positive attitude towards their targets, which

make employees feel the value of self-existence and identify the organization (Van

Dyne et al., 2004), thus contributing to employees’ positive behavior. When

employees recognize that the organization can satisfy their needs, they make

contributions to the organization by positive and proactive behaviors in exchange.

From empirical evidence, Lepine, Erez, and Johnson (2002) find that organizational

commitment and job satisfaction contribute to organizational citizenship behavior.

That is, psychological ownership makes employees work beyond the job

acquirements, which is regarded as organization citizenship behavior, including helping colleagues, participating in relative activities, and training new employees in

the initiative, etc. Employees who feel a sense of belonging, the effectiveness of

interaction, and self-identity are more willing to be responsible to the organization

and to perform organization citizenship behavior.

Mayhew et al. (2007) argue that psychological ownership may encourage

employees to enhance their self-confidence, and motivate them for better performance.

That is, psychological ownership can encourage employees to do more than what their

roles acquired (Mayhew et al., 2007). From empirical evidences, psychological

ownership is the antecedent of organization commitment (Van Dyne et al., 2004),

which makes employees produce organizational citizenship behavior (Podsakoff,

MacKenzie, Paine, and Bachrach, 2000). Extended from theory of organizational

behavior, this study argues that the corporate brand which satisfies the relative needs

of employees on the brand makes employees produce a sense of belonging, the

effectiveness of interaction, and self-identity of the brand, and then perceive the sense

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brand-related activities to perform brand citizenship behavior. Burmann et al. (2005)

argue that brand commitment can make employees become conscious with the brand

characteristics and brand identity. This study argues that brand psychological

ownership is the antecedent of brand commitment and contributes to brand citizenship

behavior. The empirical evidence proves that employees with brand psychological

ownership show brand-related altruistic spirit which finally transfer into brand

citizenship behavior (Chiang, 2010). This study hypothesizes that employees with

brand psychological ownership are willing to perform brand citizenship behavior.

Thus, hypothesis 3 is proposed.

Hypothesis 3: Brand psychological ownership positively affects brand citizenship behavior.

Brand Citizenship Behavior and Customer-based Brand Equity

Brand citizenship behavior represents that employees live the brand, display

brand-oriented voluntary behavior and then enhance the brand strength (Burmann et

al., 2005; Chang, Chiang and Han, 2012). Employees who exhibit brand citizenship

behavior transmit brand information (e.g., brand values and images) toward customers

and enhance customers’ brand mindsets, such as brand awareness, perceived quality,

brand attachments, and brand loyalty (Kim, Jin-Sun and Kim). Keller and Lehmann

(2001) argue that the first category of brand equity (i.e., customer mind-set) can

measure brand equity through customer-based sources, such as customers’

attachments, association, awareness, attitudes, and loyalties (Ailawadi, Lehmann and

Neslin, 2003). That is, customers with positive perception have positive attitudes (e.g.,

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charged by the corporation (Ailawadi et al., 2003). From empirical evidence (Chiang,

2010), brand citizenship behavior positively contributes to customer-based brand

equity. Therefore, hypothesis 4 is proposed.

Hypothesis 4: Brand citizenship behavior positively affects customer-based brand equity.

According the above-mentioned argument, the research framework is presented as

figure 1. Brand Psychological Ownership Branding Culture Organizational level H1 H3 H2

Figure 1. Research framework Brand Citizenship Behavior Individual level Brand Citizenship Behavior Customer-based Brand Equity H4

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10 Method

Measurements

Branding Culture. Extended from perspectives of market-oriented culture (Homburg and Pflesser, 2000), concepts of branding culture are formed. This research obtained a

46-item scale of branding culture was composed of values, norms, and artifacts.

Example items include “Our company transmits the brand values toward employees”,

and “We often have inter-functional information exchange of brand values between

departments of our company”. Measurement items of branding culture are represented

in Table 1 of Appendix. All items will be measured via a six-point Likert scale (1 =

strongly disagree, 6 = strongly agree). The Cronbach’s alpha of the branding culture is

0.98.

Brand Psychological Ownership. A 15-item scale adopted from Chiang (2010) was utilized to measure brand psychological ownership. Example items include “I feel I

have influence on the corporate brand”, “I feel that I can successfully respond

customers’ feedbacks to the company”, and “I feel the corporate brand is like my

brand”. Measurement items of brand psychological ownership are represented in

Table 2 of Appendix. All items will be measured via a six-point Likert scale (1 =

strongly disagree, 6 = strongly agree). The Cronbach’s alpha of brand psychological

ownership is 0.97.

Brand Citizenship Behavior. A 12-item scale adopted from Chiang (2010) was utilized to measure brand citizenship behavior. Example items brand citizenship

behavior include “I regard customers as my family and solve their problems as I do

mine”, “I solve problems of customers voluntarily to foster brand value”, and “I

voluntarily help newcomers to foster service quality and brand value”. Measurement

items of brand citizenship behavior are represented in Table 2 of Appendix. All items

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agree). The Cronbach’s alpha of brand citizenship behavior is 0.96.

Customer-based Brand Equity. A 9-item scale was modified from Yoo and Donthu (2001) to measure customer-based brand equity. Example items of customer-based

brand equity include “I consider myself to be loyal to the store brand”, “The store

brand would be my first choice”, and “I will not buy other brands if the store brand is

available”. Measurement items of customer-based brand equity are represented in

Table 2 of Appendix. All items will be measured via a six-point Likert scale (1 =

strongly disagree, 6 = strongly agree). The Cronbach’s alpha of customer-based brand

equity is 0.78.

Samples and Data Collection

This study collected data from questionnaires distributed to store managers and

frontline employees of franchise organizations in Taiwan. The organization-level

questionnaires measure branding culture from the perspective of the store manager.

The individual-level questionnaires measure the perception and behavior of frontline

employees, including brand psychological ownership and brand citizenship behavior.

The questionnaires of brand equity measure the perceptions of customers. Since the

branding phenomena can be observed in two levels, hierarchical linear modeling

approach is utilized as the main analytical method. The multilevel data were collected

from 612 employees, 205 supervisors and 572 customers from 18 franchise

organizations in Taiwan.

Table 1 reports the means, standard deviations and correlations. The means from

high to low are branding culture, brand psychological ownership, and brand

citizenship behavior. In the individual-level, brand psychological ownership is

positively related to brand citizenship behavior (r=0.78, P<0.01). In the organizational

level, brand psychological ownership is positively related to brand citizenship

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result, this research further investigates the multilevel relationships.

Table 1 Means, Standard Deviations, and Correlations

***P< 0.01, ** P<0.05, *P<0.1

Results

Hypotheses Examination

Multilevel results are reported in Table 2. In multilevel analyses, branding

culture positively affect brand psychological ownership (0.41, P<0.05) and brand

citizenship behavior (0.33, P<0.01), indicating that H1 and H2 are supported. In individual-level analyses, brand psychological ownership positively affects brand

citizenship behavior (0.68, P<0.01), indicating that H3 is supported. As for the

customer outcome, organization-level brand citizenship behavior positively affects

customer-based brand equity (0.36, P<0.05), representing that H4 is supported. Based

Model-1~3, the result reveals that brand psychological ownership mediates the

relationship between branding culture and brand citizenship behavior.

Individual level Means S.D. (1) (2) (3) (4) (5) (1)Brand psychological ownership 4.92 0.68 1 (2)Brand citizenship behavior 4.75 0.77 0.78*** 1 (3)Gender 0.66 0.47 -0.06 -0.054 1 (4)Tenure 4.39 3.37 0.70 0.084* 0.019 1 (5)Type 1.96 0.32 -0.001 0.072 0.102* 0.122*** 1 Organizational level Means S.D. (1) (2) (3) (4) (5) (1) Brand psychological ownership 4.98 0.21 1 (2)Brand citizenship behavior 4.81 0.28 0.889*** 1 (3)Branding culture 4.96 0.36 0.441** 0.429** 1

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Table 2 Hierarchical Linear Modeling Results of the Proposed Model

***P< 0.01, ** P<0.05, *P<0.1

Implication

The results reveal that hypotheses 1-4 are all supported. As for the influence of

branding culture on brand psychological ownership, branding culture has a positive

influence on employees’ brand psychological ownership, which imply that the

influence of branding culture on employees are significant and employees identify

with the culture, when employees have a sense of brand psychological ownership.

Take Madenform Group as an example, the senior manager mentions that the

employees in the organization do not consider the organization to be theirs, but the

brand itself is. The individual-level results show that brand psychological ownership

positively affect brand citizenship behavior, implying that employees who identify

with the brand and possess the sense of brand psychological ownership display brand

citizenship behaviors. The multilevel result also indicates that branding culture

Models Model-1 Model-2 Model-3 Model-4

Dependent variable Independent variable Brand citizenship behavior Brand psychological ownership Brand citizenship behavior Customer-based brand equity Individual level Intercept 4.93*** 4.82*** 4.95*** 3.97***

Brand psychological ownership 0.68***

Gender -0.04 -0.11 -0.13

Tenure -0.001 0.02 0.013

Type 0.11 -0.14 0.16

Organizational level

Branding culture 0.41 ** 0.33***

Brand citizenship behavior 0.36**

Store type -0.08 -0.15**

2

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positively influences brand citizenship behavior. The result reveals that branding

culture can make employees identify with the corporate brand and display brand

citizenship behavior which contributes to the brand image and value. From practical

phenomena of the Landis Group, the managers treat employees as the owner of the

brand to motivate them to identify with the branding culture. Employees who have

brand psychological ownership and display brand citizenship behavior treat customers

as the family. Therefore, brand equity is increased when customers are satisfied.

This study emphasizes on the effects of the branding culture on employees’

brand-related attitudes and behaviors. Under the influence of the branding culture,

employees make decisions and implement tasks with the brand as their first concern,

which is shown by the possession of the sense of brand psychological ownership and

the brand citizenship behaviors performed when interacting with the customers.

Therefore, the analytical results prove that this study finds evidences to bridge the

gap.

Limitation and Future Studies

Several limitations and future studies are noted as follows. First, the data in this

research were collected only from 18 franchise organizations in Taiwan. Therefore,

the generalizability of the results limited. In the future study, the data can be collected

from more franchise organizations, so as to prove the generalizability.

Second, the individual-level data utilized by this study is cross-sectional data,

which may cause the bias of common method variance. Therefore, a future study can

utilize longitudinal data to solve bias of CMV (Schwab, 2005). Third, this research

only investigated the relationships among branding culture, brand psychological

ownership, brand citizenship behavior, and customer-based brand equity. In the future

study, researchers add new constructs, such as brand commitment and customer

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15 Reference

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18 Appendix

Table 1 Organization-level Questionnaire – Branding Culture Items of Branding Culture

1. Our company transmits the brand values toward employees.

2. Our company expects that employees can realize the brand vision actively. 3. Our company usually emphasizes the importance of brand creativity. 4. Our company is willing to recruit employees with innovative ideas. 5. In our company, we emphasize the communication of brand values.

6. We often have inter-functional information exchange of brand values between departments of our company.

7. In our company, transmitting brand values toward employees clearly is important. 8. Our company emphasizes the inter-functional cooperation in order to enhance the brand value.

9. Employees all try best to do brand-related jobs.

10. Our company emphasizes that being responsible for the corporate brand is important.

11. Our company emphasizes that employees display behaviors consistent with brand values.

12.Our company emphasizes that employees are satisfied with the corporate brand. 13. Our company emphasizes employees’ feelings and thoughts of the corporate brand.

14. Our company regularly views whether employees achieve the goal and vision of the corporate brand or not.

15.Our company regularly views the market share of the corporate brand.

16.Our company regularly measures customer satisfaction of the corporate brand. 17. Our company is willing to create new-value products or services.

18.Our company recognizes that employees have different thoughts of the corporate brand.

19. In order to enhance the brand value, employees can response to customers flexibly.

20. Our company regularly has brand-related meetings.

21. In our company, employees can discuss brand-related questions in public. 22. The brand-related knowledge can be promoted and stored.

23. The product and service provided by our company are consistent with customer expectations.

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customer expectations.

25. Our company adopts high-level standard of process in order to enhance the brand value.

26.Our company responses to customers’ brand-related requirement immediately. 27. In order to enhance the brand value, our company expects that customer-related processes are increased in speed continuously.

28.In order to enhance the brand value, our company can response to the dynamic marketimmediately.

29.In order to enhance the brand image and value, employees often participate in the discussion of new products.

30. The departments of our company can suitably provide employees with brand-related information.

31. The coordination of decisions about inter-functional brand-related activities is managed.

32. Our company has the normative indicators the represent the brand value. 33. Customers are attracted by the brand image of our company.

34. In our company, meeting rooms and offices are built in a style that supports brand communication.

35. Our company transmits brand messages through informal communicative channels.

36. Our company rewards employees for their behavior which is consistent with the brand image.

37. Our company arranges brand-related activities in order to exhibit brand spirit. 38. Our company seeks brand-related opinions from customers’ feedbacks. 39.In order to enhance the brand image and value, our company provides customized product or service.

40. Our company trains employees to think about problems from perspectives of customers.

41.Our company trains employees to enhance the brand added value.

42.In order to enhance the brand image and value, our company provides product and service which meets customer exceptions.

43. Our company understands what product or service can contribute tothe brand image and value.

44. Our company frames the brand personality through brand-related activities. 45. Our company frames the brand personality though advertisements.

46.Our company frames the brand personality though interactions with multiple stakeholders.

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20

Table 2 Individual-level Questionnaires - BPO and BCB Items of Brand Psychological Ownership

1. I feel I have influence on the corporate brand.

2. I feel that I can successfully transmit the brand value in the process of interacting with customers.

3. I feel that I can successfully respond customers’ feedbacks to the company. 4. I feel that I can successfully advise the company about brand-related thoughts. 5. I feel that realizing values of corporate brand is my responsibility.

6. When others criticize the corporate brand, I may solve the problem according to sources of the problem.

7. I defend the brand image when others criticize it. 8. I feel the corporate brand is like my brand.

9. I feel I am closely linked with the corporate brand. 10. I like the corporate brand.

11. I like the image and personality of the corporate brand a lot. 12. I identify beliefs, values, and norms of the corporate brand. 13. I identify the vision of the corporate brand.

14. I identify activities related to the corporate brand.

15. I feel the success of the corporate brand is like my success. Items of Brand Citizenship Behavior

1. I regard customers as my family and solve their problems as I do mine. 2. I solve problems of customers voluntarily to foster brand value.

3. I voluntarily help newcomers to foster service quality and brand value. 4. I voluntarily participate in brand-related activities.

5. I never complain about inconveniences caused by brand-related activities. 6. I tolerate inconveniencies caused by brand-related activities to satisfy customers and enhance brand value.

7. I am willing to endorse the brand and voluntarily transmit brand value to newcomers or friends.

8. I am willing to endorse the brand and have trust and loyalty toward the brand. 9. I am willing to endlessly enhance brand-related skills.

10. I strengthen my professional knowledge to foster brand value.

11. I voluntarily provide new information and ideas for the brand to enhance brand value.

12. Regardless of positive or negative information, I voluntarily respond to customers’

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21

Table 3 Questionnaires of Customer-based Brand Equity

Items of Customer-based Brand Equity 1. I consider myself to be loyal to the store brand.

2. The store brand would be my first choice.

3. I will not buy other brands if the store brand is available. 4. The likely quality of the store brand is extremely high.

5. The likelihood that the store brand would be functional is very high. 6. I can recognize the store brand among other competing brands. 7. I am aware of the store brand.

8. Some characteristics of the store brand come to my mind quickly. 9. I can quickly recall the symbol or logo of the store brand.

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國科會補助計畫衍生研發成果推廣資料表

日期:2013/04/08

國科會補助計畫

計畫名稱: 建立品牌心理擁有感的一個整合模式與實證分析：多層級與長期性研究計畫主持人: 韓志翔計畫編號: 98-2410-H-004-047-MY3 學門領域: 人力資源管理

無研發成果推廣資料

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98 年度專題研究計畫研究成果彙整表

計畫主持人：韓志翔計畫編號：98-2410-H-004-047-MY3 計畫名稱：建立品牌心理擁有感的一個整合模式與實證分析：多層級與長期性研究量化成果項目實際已達成數（被接受或已發表）預期總達成數(含實際已達成數) 本計畫實際貢獻百分比單位備註（質化說明：如數個計畫共同成果、成果列為該期刊之封面故事 ... 等）期刊論文 0 0 100% 研究報告/技術報告 0 0 100% 研討會論文 0 0 100% 篇論文著作專書 0 0 100% 申請中件數 0 0 100% 專利已獲得件數 0 0 100% 件件數 0 0 100% 件技術移轉權利金 0 0 100% 千元碩士生 1 0 100% 博士生 1 0 100% 博士後研究員 0 0 100% 國內參與計畫人力（本國籍）專任助理 4 0 100% 人次期刊論文 0 0 100% 研究報告/技術報告 0 0 100% 研討會論文 0 0 100% 篇論文著作專書 0 0 100% 章/本申請中件數 0 0 100% 專利已獲得件數 0 0 100% 件件數 0 0 100% 件技術移轉權利金 0 0 100% 千元碩士生 0 0 100% 博士生 0 0 100% 博士後研究員 0 0 100% 國外參與計畫人力（外國籍）專任助理 0 0 100% 人次

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其他成果

(

無法以量化表達之成果如辦理學術活動、獲得獎項、重要國際合作、研究成果國際影響力及其他協助產業技術發展之具體效益事項等，請以文字敘述填列。) 無成果項目量化 名稱或內容性質簡述 測驗工具(含質性與量性) 0 課程/模組 0 電腦及網路系統或工具 0 教材 0 舉辦之活動/競賽 0 研討會/工作坊 0 電子報、網站 0 科教處計畫加填項目計畫成果推廣之參與（閱聽）人數 0

(27)

國科會補助專題研究計畫成果報告自評表

請就研究內容與原計畫相符程度、達成預期目標情況、研究成果之學術或應用價

值（簡要敘述成果所代表之意義、價值、影響或進一步發展之可能性）

、是否適

合在學術期刊發表或申請專利、主要發現或其他有關價值等，作一綜合評估。

1. 請就研究內容與原計畫相符程度、達成預期目標情況作一綜合評估

■達成目標

□未達成目標（請說明，以 100 字為限）

□實驗失敗

□因故實驗中斷

□其他原因

說明：

2. 研究成果在學術期刊發表或申請專利等情形：

論文：■已發表 □未發表之文稿 □撰寫中 □無

專利：□已獲得 □申請中 ■無

技轉：□已技轉 □洽談中 ■無

其他：（以 100 字為限）

3. 請依學術成就、技術創新、社會影響等方面，評估研究成果之學術或應用價

值（簡要敘述成果所代表之意義、價值、影響或進一步發展之可能性）（以

500 字為限）

可提供既有之品牌公司及未來希望建立品牌之公司作為內部品牌人力資源評量和員工訓練建制之參考，除了外部行銷計畫之外，讓內部員工了解公司品牌文化之概念和願景，有助於推行公司品牌，並為企業永續經營之必要規劃。