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I en alltmer globaliserad värld där utbudet av produkter ökar är det svårt att skapa ett starkt och hållbart varumärke på marknaden. Då det idag finns få verktyg och koncept inom intern varumärksuppbyggnad har jag valt att undersöka hur varumärket kan stärkas inifrån och ut. I studien har jag tittat närmare på begreppet Brand citizenship behaviour, ett område som är relativt nytt och bygger på den anställdes inverkan på varumärket. En explorativ fallstudie har genomförts för att undersöka vilka berättelser som återges i ämnet. Detta genom att ha intervjuat sju anställda på företaget Saltå kvarn. Det empiriska materialet har analyserats utifrån teorier som handlar om Brand citizenship behaviour, Organizational citizenship behaviour och organisationsteorier. Utifrån befintliga teorier och studiens analys har jag tagit fram en modell som kan användas av personer i ledande befattning och chefer. Denna kan brukas som ett verktyg för att främja ett Brand citizenship behaviour på arbetsplatsen och vidare uppmuntra medarbetarna till personligt engagemang vilket påverkar företaget, varumärket och organisationen. Studien bidrar till ökad förståelse kring ämnet samt att den visar på den anställdes inverkan på varumärket, något som kan stärka hela företaget inifrån och ut. / In an increasingly globalized world where the supply of products increases, it is difficult to create a strong and sustainable brand in the market. Since there are currently few tools and concepts in the field of internal brand building I have chosen to study how the brand can be strengthened from the inside out. In the study, I have looked into the concept of Brand citizenship behavior, an area that is relatively new and is based on the employee's impact on the brand. An explorative case study was used to examine the stories reproduced in substance. This by interviewing seven employees at the company Saltå kvarn. The empirical material is analyzed from theories about Brand citizenship behavior, Organizational citizenship behavior and organizational theories. Based on existing theories and the study's analysis, I have developed a model that can be used by executive senior management and CEO’s. This can be used as a tool to promote Brand citizenship behavior in the workplace and encourage employees to further personal involvement, which affects the company, brand and organization. The study contributes to a better understanding about the subject and it shows on the employee's impact on the brand, something that can strengthen the whole company from the inside and out.

Abstract : Using a quantitative research design and survey data from 83 supervisor - employee dyads working in North American facilities of a large multinational healthcare organization, this study explores the critical role of first line supervisors in a lean environment. Many organizations have adopted the Toyota Production System (TPS, also known as lean management or the Toyota Way) in an effort to improve organizational effectiveness. Implementation success has been surprisingly limited. The predominantly negative effects documented in the scientific literature are attributable to the introduction of lean as a series of tools and techniques for cost cutting. In environments that truly manage according to the TPS, all share the belief that the development and participation of all employees is essential to maintain competitiveness. Increased emphasis on teamwork and worker involvement in a lean environment places rising demands on the first - line supervisor. The supervisor role in a lean environment is considered critical and becomes one of encouraging more participation, and creating an environment of continuous improvement. Given that leadership is a complex construct, the current paper uses a multi - domain approach proposed by Graen and Uhl - Bien (1995) to study the effect of empowering leadership behaviours (leader domain), leader - member exchange (relational domain) and psychological empowerment (follower domain) on individual performance (measured as in - role performance and organizational citizenship behaviours) through the mediating variable of job involvement in the work setting. Findings indicate that the role of the first line supervisor in a lean environment is critical. The follower (psychological empowerment) and relational (leader - member exchange) domains of leadership are significant in predicting variations of job involvement in the work setting, and job involvement mediates the relationship between the relation domain variable of leader - member exchange and individual performance (organizational citizenship behaviours targeted at the individual). Empowering leadership behaviours are significantly related and directly related to in - role performance. Development of first line supervisors should emphasize building high quality relationships, facilitating employee psychological empowerment, and demonstrating empowering leadership behaviours in order to enhance involvement in a team setting and individual performance. // Résumé : En utilisant une méthode de recherche quantitative ainsi que les résultats de sondages auprès de 83 dyades superviseur-employé travaillant dans des établissements nord-américains d’une grande organisation multinationale du domaine de la santé, cette étude explore le rôle clé des superviseurs de premier niveau dans un environnement de production « lean ». Plusieurs organisations ont adopté le Système de production Toyota (SPT, aussi connu sous les vocables de « lean management » ou de « méthode Toyota ») dans le but d’améliorer l’efficacité organisationnelle. De façon surprenante, le succès de l’implantation de cette méthode de production s’est montré limité. L’effet négatif prédominant documenté dans la littérature scientifique est attribuable à l’introduction du « lean » comme une série d’outils et de techniques pour réduire les coûts. Dans les environnements véritablement gérés selon le SPT, on partage la croyance que le développement et la participation de tous les employés est essentielle pour maintenir la compétitivité. L’accent sur le travail d’équipe et sur l’implication des travailleurs dans un environnement « lean » place des attentes élevées sur les superviseurs de premier niveau. Le rôle du superviseur dans ce type d’environnement est considéré comme critique et consiste à encourager la participation et la création d’un environnement d’amélioration continue. Étant donné que le leadership est un construit complexe, la présente étude utilise une approche multi-domaines proposée par Graen and Uhl-Bien (1995) pour étudier l’effet des comportements de leadership habilitant (empowering leadership; domaine du leader), de l’échange leader-membre (leader-member exchange; domaine de la relation) et de l’habilitation psychologique (psychological empowerment; domaine de l’employé) sur la performance individuelle (performance dans le rôle et comportements de citoyenneté organisationnelle) via la variable médiatrice de l’implication au travail, et plus spécifiquement dans l’environnement de travail (job involvement in the work setting). Les résultats indiquent que le rôle du superviseur est crucial. Les domaines de leadership de l’employé (c.-à-d. l’habilitation psychologique) et de la relation (c.-à-d. l’échange leader-membre) sont significatifs lorsqu’il s’agit de prévoir les variations de l’implication au travail, et l’implication au travail agit comme médiateur entre les variables des domaines de leadership et la performance individuelle (comportements de citoyenneté organisationnelle). Le développement des superviseurs de premier niveau devrait mettre l’accent sur la formation de relations superviseur-supervisés de grande qualité et faciliter l’habilitation psychologique des employés afin d’encourager l’implication dans le travail d’équipe, et par le fait même, la performance individuelle.

Organizational Citizenship Behavior (OCB) is an established psychological construct that represents work behavior that is not required but contributes to improved organizational performance. This study examined the relationship of cognitive job satisfaction and OCB in a military organization. Several demographic variables previous identified to be related to OCB were also measured. Cognitive Job Satisfaction was significantly related to both self and supervisor ratings of OCB. The magnitude of correlations of pay and job cognitions with altruism and conscientiousness dovetailed with previous research results in field studies with much larger sample sizes. Government service civilians had significantly higher mean self-rated OCB than military personnel. Age and tenure were significant moderator variables in this relationship, but did not have significant main effects. Tenure was significantly correlated with self-rated OCB and both its factors, altruism and conscientiousness. Insufficient statistical power due to few respondents and range restriction due to pre-selection limited the ability to find significant group differences.

[pt] Em um contexto marcado por crises políticas, sociais e econômicas, correntes teóricas acerca do tema Liderança assumem nova configuração ressaltando a relevância da ética e moralidade no processo de liderar. Diante do clima de medo e incerteza gerado por essas adversidades (NORTHOUSE, 2010), o grande desafio dos últimos tempos parece ser restabelecer a confiança, esperança e otimismo (AVOLIO e GARDNER, 2005). Este estudo analisou a influência da liderança ética sobre os funcionários no que diz respeito ao desempenho, comprometimento com a meta e cidadania organizacional através da qualidade da relação de troca entre o líder e seus subordinados (LMX). A pesquisa foi realizada em uma empresa multinacional de telecomunicações, com uma amostra de 161 vendedores e 15 gerentes de lojas. Os resultados indicam que há uma relação significativa da ética do líder com a qualidade do relacionamento com seus seguidores e consequente desempenho individual. / [en] In a context marked by political, social and economic crisis, theoretical currents concerning the subject leadership assume new configurations standing out the relevance of the ethics and morality in the leadership process. Given the climate of fear and uncertainty generated bythese adversities (NORTHOUSE, 2010), the great challenge of the present tiem seems to be to reestablish confidence, hope and optimism (AVOLIO and GARDNER, 2005). This study analyzed the influence of ethical leadership on the performance of the workers, goal commitment and organizational citizenship through the quality of the relationship (LMX) established between the leader and his subordinate. The research was carried through in a multinational telecommunications company, with a sample of 161 salesmen and 15 store managers. The results indicate a significant relationship between the ethics of the leader and the quality of the relationship they have with their followers and consequent individual performance.

Purpose: The purpose of this study was to investigate relationships between dimensions of work ethic and dimensions of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). Design/Methodology/Approach: Data were collected from employed individuals in MBA and undergraduate management courses and their work supervisors (N = 233). Participants represented diverse occupations with respect to job levels and industries. Participants completed the work ethic inventory, and participants’ managers completed ratings of OCB and CWB. Findings: The work ethic dimension of centrality of work was positively related to both dimensions of OCB (i.e., OCB-I and OCB-O), and the work ethic dimension of morality/ethics was negatively related to one of the dimensions of CWB (i.e., CWB-I). Implications: Modern perspectives on job performance recognize the multidimensional nature of the domain (i.e., the expanded criterion domain). In addition, noncognitive predictors such as work ethic have value as individual differences that are associated with performance outcomes. The assessment of such constructs can help inform selection and placement activities where a focus on OCB and CWB is important to managers. Originality/Value: This study provides additional evidence on the relationship between work ethic and performance outcomes. Previous research has provided limited information on the relationship between dimensions of work ethic and dimensions of OCB, and no information existed on the relationship between work ethic dimensions and CWB.