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1.     
INTRODUCTION

 Brand
performance

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A brand is a name, symbol or any
feature that differentiate a firm product to another. The aim of brand is to
creating impression in the mind of customers about the firm’s product. Brand is
the value and promises to customer to perceive and buy it. Brand includes the
brand’s identity, logos or trademarks. Brand strategies. brand embraces a name,
a trademark, a symbol, a logo, or an identity, and at the other end of which,
brand contains all the tangible and intangible attributes of any firm (Prasad
and Dev, 2000).1

Brand performance is the brand value
which a firm can receive from selling of its brand to its customer. Brand is to
provide measurable contributions to the business success. The firms those who
developed own brands, that their competitive
environment and therefore their business results are better due to their brand,
then other businesses, who do not develop and utilize their brands.
Brand performance shows a brand’s strength in the market (O’ Cass and Ngo,2007)2,
also the relative measurement of the brand’s success in that marketplace (O’ Cass
and Weerawardena, 2010).3 Brand performance is reflected in its
attainment of organizational management strategies and goals. That can be
measured through their sales growth, profitability, and market share. And also has
been operationalized by utilizing the stock market returns (Simon and Sullivan,
1993).4

 

Corporate governance

Corporate governance
is a setup of rules, policies, procedures by which a company is directed and
controlled. corporate governance provides a framework for achieving the firm’s
objectives, goals. It involves maintaining the company’s stakeholders interest
such as shareholder, management, financers, suppliers. “managing stakeholder relations that can
provide a more adequate model for understanding what people in corporations
actually do” (Boatright, 2003, p. 391)5 “deontic stakeholder theory”
which looks at the company’s ethical duty to stakeholders beyond what is
demanded by law, or extensive extra-legal, profit-diminishing obligations to
some of its stakeholder groups (Heath and Norman, 2004)6

                                                                                                       
organizational learning

organizational learning is a process
of creating, retaining and transferring the knowledge within an organization. organizational
learning can increase the firm’s productivity, quality and efficiency through
innovations.

 

Research Questions

1.     
What is the impact of corporate governance on brand
performance?

2.     
What is the impact of organizational learning on brand
performance?

3.     
Did organizational learning mediate the relation between
corporate governance and brand performance?

Research Objectives

1.     
To find the impact of corporate governance on brand
performance.

2.     
To find the impact of organizational learning on brand
performance.

3.     
To find the mediating relationship of organizational
learning between corporate goverance and brand performance.

 

Significance

This research on Brand performance will help the
management and firm’s stakeholders to identify role of corporate governance and
organizational learning to improve the firm’s brand performance.it can create a
lasting impression in the customer’s mind.

2.     
LITERATURE REVIEW

 We have gone
through the previous literature reviews while conducting this research. While
going through different literature we found that most of the literature review
which we read focuses more on firm performance.

 Klapper
and Love (2004),” corporate governance is the key element to explain the firm performance
and market value of all the public companies in the emerging markets”.7

Maltz et al. (2003) “Developed a
performance indexes to measures top management performance”.8

Lemon and Sahota, (2004) “organization that
have ability to generate new knowledge through the conversions between the
personal, tacit knowledge of individuals that are capable of producing creative
insights, and they shared their knowledge, which the organization use to
initiate the new products and then to innovate”.9

La Porta et al. (2000) corporate governance
as “a set of parameters through which the outside investors used to protect themselves
from other stakeholder of firm. managers and controlling shareholders”.10

Eisenberg et al. (1998) “The large number of directors on the board of a
firm may result in the declining the firm performance. Such decline is caused
by non-cohesiveness among the group members and lack of agreement on the core
decisions making for the firms.”11

  Che
Haat et al.,( 2008).”corporate
governance has  impact on the  firm performance on those  firm that are registered in emerging markets
that has not established”12

 

3.     
LITERATURE GAP

Luu Trong Tuan, (2014), in their
article “Corporate governance and brand performance”, suggested the
more studies on “organizational learning can play a mediating role in the
relationship between corporate governance and brand performance”.

 

FRAMEWORK

 

Brand Performance

Corporate
Governance

 

 

Organizational
Learning

 

 

 

 

 

 

4.     
RESEARCH METHODOLOGY

.

 

 

 

REFERENCES

 

Luu Trong Tuan, (2014) “Corporate
governance and brand performance”, Management Research Review,Vol. 37
Issue: 1, pp.45-68, https://doi.org/10.1108/MRR-08-2012-0183

 

Prasad, K., & Dev,
C. S. (2000). Managing hotel brand equity: A customer-centric framework for
assessing performance. Cornell Hotel and Restaurant
Administration Quarterly, 41(3), 22-31.
doi:10.1177/0010880400041003141

 

O’Cass, A. and Ngo, L.V. (2007b), “Balancing external
adaptation and internal effectiveness:

achieving better brand performance”, Journal of Business Research, Vol. 60 No. 1,

pp. 11-20.2

 

O’Cass, Aron and
Weerawardena, Jay (2010) The effects of perceived industry competitive
intensity and marketing-related capabilities: Drivers of superior brand
performance. Industrial Marketing Management, 39 4: 571-581. doi:10.1016/j.indmarman.2009.04.002 3

 

Carol J. Simon, Mary W. Sullivan, (1993) The Measurement and
Determinants of Brand Equity: A Financial Approach.Marketing Science
12(1):28-52. http://dx.doi.org/10.1287/mksc.12.1.284

 

Boatright,
J.R. (2003), Ethics and the Conduct of Business, Prentice-Hall, Upper Saddle
River, NJ.5Heath,
J. & Norman, W. Journal of Business Ethics (2004) 53: 247. https://doi.org/10.1023/B:BUSI.0000039418.75103.ed6

Klapper,
L., Love, I., 2004. Corporate governance, investor protection, and performance
in emerging markets. Journal of Corporate Finance 10 (5), 703e723.7

Shu?Mei Tseng, (2010)
“The correlation between organizational culture and knowledge conversion
on corporate performance”, Journal of Knowledge Management, Vol. 14 Issue: 2, pp.269-284, https://doi.org/10.1108/136732710110324098

Lemon, M. and Sahota, P.S. (2004), ”Organizational culture
as a knowledge repository for increased

innovative
capacity”, Technovation, Vol. 24, pp. 483-98.9

La Porta, R., Lopez-de-Silanes, F., Shleifer, A. and Vishny,
R. (2000), “Investor protection and

corporate
governance”, Journal of Financial Economics, Vol. 58, pp. 3-27.10

Eisenberg, Theodore; Sundgren, Stefan; and Wells, Martin T.,
“Larger Board Size and Decreasing Firm Value in Small Firms” (1998).Cornell
Law Faculty Publications. Paper 393.11

Mohd Hassan Che Haat, Rashidah Abdul Rahman, Sakthi Mahenthiran,
(2008) “Corporate governance, transparency and performance of Malaysian
companies”, Managerial Auditing
Journal, Vol. 23 Issue: 8,
pp.744-77812

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