Strategic Internal Communication and Employer Branding
Developing an Instrument to Assess Internal Corporate Reputation
Bibliographic Data
| ID | 21747485 |
|---|---|
| Authors | Harold Hütt Herrera (0000-0002-5265-0190, Universidad de Costa Rica), Luis Miguel Romero-Rodríguez (0000-0003-3924-1517, University of Sharjah, corresponding author) |
| Year | 2026 |
| Pages | 1-31 |
| Publication date | 2026-07-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Strategic Communication (JOURNAL) |
| Journal identifiers | ISSN: 1553-118X • E-ISSN: 1553-1198 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/1553118x.2026.2691732 |
| OpenAlex | W7166861798 |
| Language | EN |
| References cited | 53 |
In the context of talent shortages, remote work, and increasing occupational burnout, organizations face growing challenges in attracting and retaining qualified employees. In this setting, internal corporate reputation has become a strategic asset shaped by leadership, internal communication, organizational climate, and employee motivation. This study develops and validates an analytical instrument to measure internal corporate reputation from a strategic communication and employer branding perspective, using data from Spain and Costa Rica. The model was built on prior systematic reviews and benchmarking analyses of major employer branding rankings, including Merco Talento, Great Place to Work, and Inc.’s Best Workplaces, and integrates three core dimensions: Leadership, Organizational Climate, and Motivation. A panel of 12 academic and industry experts validated the instrument, showing high content validity (CVI > 0.83). It was then applied to 345 employees from public and private organizations. Results showed generally positive perceptions of leadership integrity, interpersonal relationships, and motivation, but also identified concerns related to micromanagement, communication gaps, emotional fatigue, and limited structural support. Findings indicate that employees place greater value on intangible and relational factors, such as ethical leadership, recognition, and transparent communication, than on tangible incentives, reinforcing their importance for a competitive employer brand
Benchmarking · Employer Branding · Intangible asset · Internal communications · Interpersonal communication · Reputation · Strategic Communication · Corporate Identity and Reputation · Employer Branding and e-HRM · Job Satisfaction and Organizational Behavior
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| Citation velocity | historical |
|---|---|
| Highly cited | No |