基於雇主品牌的重要性，本研究藉由結構方程模型來探討雇主品牌(品牌價值觀、高階團隊領導風格和工作環境)、內部品牌化機制(服務品牌導向的人力資源管理實務和內部溝通)及內部品牌化結果 (傳遞品牌承諾、品牌承諾及員工留任) 的關係。基於雇主品牌價值觀是飯店的核心競爭力，如何訓練員工並透過內部品牌化，讓員工可運用正確的服務品牌態度和傳遞品牌承諾的行為，為顧客提供服務並創造飯店的競爭優勢以成為台灣和大陸觀光旅館產業重要的議題。本研究採用便利抽樣法來進行40家台灣與大陸觀光飯店的抽樣研究，發出880份問卷，回收730份，扣除56份無效份卷，最後得到了674份有效問卷，回收率為76.59%。
研究結果指出，服務品牌導向的人力資源管理實務在台灣與大陸觀光飯店的高階團隊領轉換型導風格、高階團隊領交易型導風格和工作環境對品牌承諾及工作環境對員工留任有中介效果。此外，服務品牌導向的人力資源管理實務在台灣觀光飯店的品牌價值觀對品牌承諾和員工留任以及高階團隊領交易型導風格對員工留任也有中介效果。內部溝通在台灣的觀光飯店的品牌價值觀和工作環境對傳遞品牌承諾及品牌承諾、高階團隊領交易型導風格和工作環境對品牌承諾有中介效果的影響。而且內部溝通也同時為品牌價值觀和工作環境對員工留任有中介效果。本研究建議，公司專屬的資源不但可以成為公司的核心競爭優勢並未公司減緩在地的體制環境影響。並藉由資源基礎觀點來探討本研究，也對服務理論帶來貢獻。

Based on the importance of employer branding, this study intends to reorganize and interpret literatures in employee branding process and by structural equation model (SEM), probe into causal relationship among employer branding(brand value, TMT leadership and work environment), internal branding mechanism (service-oriented HRM practices and internal communication), and internal branding outcomes (deliver brand promise, brand commitment and employee retention). Regarding the value of employer brand as the core competence, how to train employees who have the right service brand attitude and behavior delivering brand promise to customers through the process of internal branding to create a competitive advantage in international tourism hotels in China and Taiwan. In this study we used convenience sampling to survey employees in 40 international tourist hotels in Taiwan and China. A total of 880 questionnaires were distributed, and 730 of these questionnaires were returned. After eliminating 56 invalid questionnaires, 674 valid questionnaires remained for a valid return rate of 76.59%.
Our results indicated that affective service brand-oriented HRM Practices was a partial mediator linking TMT transformational leaderships, TMT transactional leaderships, and working environment process to Brand Commitment and working environment process to employee retention in both Taiwan and China. Besides, service brand-oriented HRM Practices was a partial mediator linking brand value process to brand commitment and employee retention and linking TMT transactional leaderships to employee retention in Taiwan. Internal Communication was a partial mediator linking brand value and working environment process to deliver brand promise in Taiwan. Internal Communication was a partial mediator linking brand value, TMT transactional leaderships and working environment process to brand commitment in Taiwan. Internal Communication was a partial mediator linking brand value and working environment process to employee retention in Taiwan.
This study suggests that firm-specific resources can be sustainable competitive advantages that compensate for the local institutional context. This finding makes contribution to the service theory by stressing the argument of resource-bases view.

CONTENT
VERIFICATION LETTER FROM THE ORAL EXAMIATION COMMITTEE i
ACKNOLEDGEMENTS ii
ABSTRACT(CHI) iii
ABSTRACT(ENG) iv
CONTENT vi
LIST OF FIGURES ix
LIST OF TABLES x
CHAPTER 1 INTRODUCTION 1
1.1 Research Background and Motivation..................................................................1
1.2 Research Purpose and Research Questions….......................................................4
CHAPTER 2 LITERATURE REVIEW 6
2.1 Institutional Context..............................................................................................6
2.2 Resource-based view.............................................................................................7
2.3 Employer Branding...............................................................................................9
2.3.1 Brand Value.................................................................................................10
2.3.2 TMT Leadership..........................................................................................11
2.3.3 Work Environment......................................................................................12
2.4 Internal Branding Mechanism.............................................................................13
2.4.1 Service Brand-oriented HRM Practices......................................................15
2.4.2 Internal Communication..............................................................................16
2.5 Internal Branding Outcomes...............................................................................18
2.5.1 Deliver Brand Promise................................................................................18
2.5.2 Brand Commitment.....................................................................................19
2.5.3 Employee Retention....................................................................................20
2.6 The Relationships of Constructs…………….....................................................20
CHAPTER 3 METHODOLOGY 29
3.1 Theoretical Framework.......................................................................................29
3.2 Hypotheses………...……………………………………...................................32
3.2.1 Research Framework and Hypotheses........................................................32
3.2.2 Moderating Effects of Concept Framework and Hypotheses.....................33
3.3 Measurement and Instrument..............................................................................34
3.3.1 Institutional Context....................................................................................34
3.3.2 Brand Value.................................................................................................35
3.3.3 TMT Leadership..........................................................................................36
3.3.4 Work Environment......................................................................................37
3.3.5 Service Brand-oriented HRM Practices......................................................38
3.3.6 Internal Communication..............................................................................39
3.3.7 Deliver Brand Promise................................................................................40
3.3.8 Brand Commitment.....................................................................................40
3.3.9 Employee Retention....................................................................................41
3.4 Sampling…………………..................................................................................42
3.5 Data Analysis......................................................................................................43
3.5.1 Confirmatory Factor Analysis.....................................................................43
3.5.2 Structural EquationModeling......................................................................44
CHAPTER 4 ANALYSIS AND DISCUSSION 45
4.1 Data Collection and Sampling Description………….........................................45
4.1.1 Data Collection............................................................................................45
4.1.2 Sampling Description..................................................................................45
4.2 Validity Test of Constructs………………….……….........................................50
4.2.1 Exploratory factor analysis and internal consistence..................................50
4.2.2 Confirmatory factor analysis, convergent validity and discriminant validity.....................................................................................................53
4.2.21 Confirmatory factor analysis.....................................................................53
4.2.22 Confirmatory factor analysis.....................................................................54
4.3 Model Testing......................................................................................................57
4.3.1 Model Testing for Model 1..........................................................................57
4.3.2 Model Testing for Model 2..........................................................................63
4.4 Comparison between Models..............................................................................68
4.5 Moderating Effects..............................................................................................75
4.5.1 Moderating Effects for Model 1..................................................................75
4.5.2 Moderating Effects for Model 2..................................................................77
CHAPTER 5 CONCLUSION 80
5.1 Conclusion…………………………………..……….........................................80
5.2 Managerial Implications......................................................................................81
5.3 Limitation and Future Researches.…..................................................................83

REFERENCE 84
APPENDIX 106


















LIST OF FIGURES
Figure 3-1 An integrative Conceptual Framework and Theoretical Background 30
Figure 3-2 Moderating Effects of Concept Framework 30
Figure 3-3 Hypotheses SEM Model 31
Figure 3-4 Research Framework 32
Figure 3-5 Moderating Effects of Research Framework 33
Figure 4-1 The SEM result of model 1 60
Figure 4-2 The SEM result of model 2 65
Figure 4-3 The Path Coefficient of Two Models 73
Figure 4-4 The Comparison between Models 74
Figure 4-5 The Moderating Effects Results of Model 1 76
Figure 4-6 The Moderating Effects Results of Model 2 78


















LIST OF TABLE
Table 3-1 Items of Coercive Isomorphism .34
Table 3-2 Items of Mimetic Isomorphism .34
Table 3-3 Items of Normative Isomorphism .35
Table 3-4 Items of Brand Value .35
Table 3-5 Items of TMT Transformational Leaderships .37
Table 3-6 Items of TMT Transactional Leaderships .37
Table 3-7 Items of Working Environment .38
Table 3-8 Items of Service Brand-oriented HRM Practices .39
Table 3-9 Items of Internal Communication .40
Table 3-10 Deliver Brand Promise .40
Table 3-11 Brand Commitment 41
Table 3-12 Items of Employee Retention .42
Table 4-1 Sample Description of Taiwan and China .46
Table 4-2 Sample Description of Taiwan .47
Table 4-3 China Sample Description of China .48
Table 4-4 Principle Component exploratory Factor Analysis of Institutional Context…………………………………………………………………………….....50
Table 4-5 Principle Component exploratory Factor Analysis of Employer Branding…...................................................................................................................51
Table 4-6 Principle Component exploratory Factor Analysis of Internal Branding Mechanisms .52
Table 4-7 Principle Component exploratory Factor Analysis of Internal Branding Outcomes .52
Table 4-8 Result of Confirmatory Factor Analysis of Study Variables .54
Table 4-9 Mean, Standard Deviation, Correlation, AVE, C.R. and Cronbach’s α between Variables .55
Table 4-10 Mean, Standard Deviation, Correlation, AVE, C.R. and Cronbach’s α between Variables .56
Table 4-11 Integrative Model 1 Standardized regression Weights, t-value and Hypotheses .61
Table 4-12 Integrative Model 2 Standardized regression Weights, t-value and Hypotheses .66
Table 4-13 Comparison of Standardized regression Weights, t-value and Hypotheses between Models .71
Table 4-14 Model 1 Results of Moderated Regression Analyses of Employer Branding and Internal Branding Mechanism .76
Table 4-15 Model 2 Results of Moderated Regression Analyses of Employer Branding and Internal Branding Mechanism .79

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