Abstract
Acknowledging that small firms make significant contributions to the economy, the context of branding in retail micro-organisations has received less attention than branding in larger organisations. Inherent challenges within micro-organisations add to the complexity, including resource constraints and processes subsumed in sporadic internal and external resource exchanges. To unpack these processes, this study adopted a network approach to examine how owner-managers in micro-organisations use their network to acquire resources to support their branding.Network resources pertinent to building brand equity were researched to understand how owner-managers sense and seize network resources through their network connections. Along with the influence of network structure, the role and influence of the owner-manager within the network identified optimum conditions to facilitate resource exchange. The literature review revealed that resources exchanged within business networks included tacit and explicit knowledge and marketing-related information. However, there needed to be more research which unpicked this exchange of network resources in the context of the micro-organisation network. Through case studies based on independent retail brands, analysis of established network actors contributing to brand equity in micro-organisations was undertaken. Strong multiplex interdependent ties proved to be critical in the embryonic stages of the brand, supplemented by weaker supply chain ties as the brand developed. Whereas denser network structures supported the brand in the initial stages of growth, potential brokerage provided access to distant cliques as the network grew and developed. Therefore, the actions of the owner-manager relative to the development of the network are strongly associated with the availability of resources to build brand equity in micro-organisations.
Six contributions are made to the literature. First, tacit knowledge acquired from network actors includes rare and complex digital marketing knowledge contributing directly and indirectly across all facets of brand equity development. Conversely, suppliers contributed through more tangible resources, including data, access to exclusive product lines and more explicit knowledge. Second, strong multiplex affective ties offer advantages over weak network ties in resource acquisition, adding to the debate on the efficacies and the emerging paradox of strong versus weak ties. Third, brand equity development is more efficacious in less constrained and dense network structures. Fourth, the network provides critical digital assets to support the digital competence of owner-managers in the development of brand equity. Fifth, owner-managers self-brand through a socialised network while enhancing reputation to support brand equity development. Finally, networks evolve as the influence of the owner-manager increases, enabling enhanced resource acquisition from suppliers. Overall, there is a reducing trend in dependence on other network actors for resources and an increasing trend in owner-managers influence over the network. As reputation grows, power has shifted. A staged approach to developing brand equity in micro-organisations guides owner-managers on the efficacy of sensing and seizing network resources.
| Date of Award | 13 Jun 2024 |
|---|---|
| Original language | English |
| Supervisor | Fiona Cheetham (Main Supervisor) |