FROM LEADERSHIP TO ADVOCACY: HOW INTERNAL MARKETING AND HRM FOSTER EMPLOYEE–BRAND AMBASSADORS

Abstract

This paper examines how internal marketing and human resource management (HRM) practices jointly foster the co-creation of employee–brand ambassadors in the hospitality sector of Pakistan. Drawing on resource-based, signaling, and social exchange theories, we propose that employees exposed to strong internal marketing and supportive HRM systems are more likely to internalize the brand and act as voluntary ambassadors. A quantitative survey was conducted with N = 300 hotel employees across major Pakistani cities. Constructs were measured using validated scales (Cronbach’s α > 0.90) and analyzed via regression analyses. Results show that both internal marketing orientation (β = 0.40, p < .001) and supportive HRM practices (β = 0.43, p < .001) significantly predict employees’ brand ambassador behavior (R² = 0.47). In contrast, the interaction between internal marketing and HRM was not significant, suggesting additive rather than synergistic effects. These findings bridge marketing and HRM literatures by highlighting employees as active co-creators of brand value. Practically, the study advises hospitality managers to integrate marketing communication with HR initiatives (e.g. training, EVP reinforcement) to cultivate employee advocacy. The paper contributes to theory by elaborating the internal-branding and HRM nexus, and to practice by offering evidence-based strategies for talent engagement and employer branding (Näppä et al., 2023; Chaubey et al., 2024).