The role of managers and internal processes
To adjust an entire organization to the organizational brand requires opening doors with different keys. Questions such as: What role do managers play in this? What organizational structures and processes have to be adjusted and how?, are the main focus of this area when trying to achieve brand-supporting employee behavior.
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I work in the following committees to increase awareness in practice:
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I published the following publications on this subject jointly with my co-authors:
Vallaster, C. (2013)
Research Synopsis: Aligning organizations along the corporate brand values
Fisher-Buttinger, C. and Vallaster, C. (2009)
Authentizität im Markenmanagement:
Nur ein Mythos oder tatsächlich ein Wettbewerbsvorteil? 
3. Internationaler Markentag 2009 in Wien 4. und 25. September.
Fisher-Buttinger, C. and Vallaster, C. (2008)
Brand Ambassadors –
Strategic Diplomats or Tactical Promoters?
in Metaphor in Marketing, Kitchen, P. (ed), Palgrave Macmillan
Publishers, London, 132 – 145
Fisher-Buttinger, C., & Vallaster, C. (2008)
Connective Branding: Building Brand Equity in a Demanding World London: John Wiley & Sons Ltd.
Vallaster, C. (2007)
Marketing ZfP, 29 (4), 263–276
Vallaster, C. and de Chernatony, L. (2006)
Internal brand building and structuration: the role of leadership
European Journal of Marketing, 40 (7/8), 761 - 784
Rode, V. and Vallaster, C. (2005)
Corporate branding for start-ups: The crucial role of entrepreneurs
Corporate Reputation Review, 8 (2), 121 - 135
Vallaster, C. and de Chernatony, L. (2005)
Journal of Marketing Management, 21 (1-2), 181 – 203
Vallaster, C. (2004)
Internal Brand Building in Multicultural Organizations:
A Roadmap Towards Action Research
Qualitative Market Research: An International Journal, 7 (2), 100 – 113
