Silence from the brands: message control, brand ambassadorship, and the public interest

Internal aspects of public sector branding have received limited attention in existing research. The purpose is to examine, firstly, how public managers experience and handle the tension between empowering employees to be dedicated brand ambassadors while at the same time regulating their voice, and secondly, to outline some implications of aligning employee voice with the organization's brand, especially for the public interest.

The study is based on two sources of data. The first includes official admission statistics for high schools in Oslo, Norway, for 2018/2019. Schools in Oslo, a city which has introduced a competitive secondary education market, fall into three admission levels based on points necessary for entry. The second source is semi-structured interviews with principals in 15 high schools on different admission levels.

Most of the principals were concerned about how marketization of the high schools leads to a skewed distribution of students and an increasing divide between ‘good’ and ‘bad’ schools, but signalled market adaptation through their handling of employee voice. Due to reputation and branding concerns in the competition for students and funding, voice restrictions, not brand ambassadorship, was the preferred strategy to ensure brand alignment. The consequence of this strategy, the paper argues, is public silence at the expense of the public interest.

Not interviewing teachers or middle managers may be seen as a limitation, but principals were chosen as they are the main decision makers and strategists in high schools. Using a qualitative research design may be a limitation, but this design was chosen as it seems appropriate in order to uncover the school executives' perceptions, experiences and thoughts.

Selling the brand to employees and enabling them to further sell it to external stakeholders is an enticing ideal but perhaps less possible to implement in reality for public sector organizations facing strong market mechanisms because the concern for the brand image takes precedence. Public sector managers should exercise care when managing employee voice so as to not negatively influence employees’ commitment to the brand. They should also be aware of the implications of voice restrictions for the public interest. Public silence may cause a less informed public with limited possibilities to make informed school choices and knowing how money is spent.

The present study is among the first to explore internal aspects of public sector branding. Researching the position of employee voice in brand alignment strategies is a novel contribution. The study is unique in its focus on the implications of branding for the public interest.