Employee-Based Brand Equity of Universities: The Moderating Role of Positive Psychological Capital

Abstract

In the increasingly competitive landscape of higher education, employee-based brand equity (EBBE) has become a pivotal factor for promoting institutional sustainability and competitiveness. This study examines the relationships among transformational leadership, organizational culture, employees' role clarity, brand commitment, and EBBE, with a particular focus on the moderating role of positive psychological capital. Data were collected from 385 faculty members and staff at universities in Ho Chi Minh City and analyzed using partial least squares structural equation modeling (PLS-SEM). The findings reveal that employees' role clarity significantly mediates the effects of both organizational culture and transformational leadership on EBBE. Similarly, brand commitment positively influences EBBE and mediates the impact of transformational leadership and organizational culture. A strong organizational culture enhances both employees’ role clarity and brand commitment, while transformational leadership positively affects these outcomes as well. Notably, positive psychological capital moderates these relationships, strengthening the effect of organizational culture on role clarity and enhancing the effects of transformational leadership on both role clarity and brand commitment. This study advances theoretical understanding and provides practical insights for enhancing university management and brand development strategies.