Central European Business Review 2014, 3(3):46-53 | DOI: 10.18267/j.cebr.93

The Effect of Perceived Business Ethics on Brand Personality Dimensions & Creation of Brand Equity in Developing Countries

Mohammad Reza Hamidizadeh1, Mohammad Reza Karimi Alavije2, Morteza Rezaee3
1 Mohammad Reza Hamidizadeh, Full Professor, Management and Accounting Faculty, Shahid Beheshti University, Tehran, Iran, M-Hamidizadeh@sbu.ac.ir
2 Mohammad Reza Karimi Alavije, Assistant Professor, Management and Accounting Faculty, Allameh Tabataba'i University, Tehran, Iran, mr.karimi@atu.ac.ir
3 Morteza Rezaee, MBA, Management and Accounting Faculty, Shahid Beheshti University, Tehran, Iran, mr_1332@yahoo.com

Due to multi-dimension viewpoints, since decision-making and purchase process are emerging based on the human spirit or internal value of customers, this research seeks to introduce and analyze a model in this regard. In this research, the effects model of ethicality on brand personality dimensions and creation of brand equity were studied, aiming on raising awareness and highlighting the role of ethical values in branding. The population includes all the customers within Iranian chain stores (as a developing country). The results show that "perceived business ethicality" has a positive effect on responsibility, activity and emotionality. Moreover, responsibility and activity have a positive effect on "overall brand equity". According to total effect, "responsibility" and "perceived business ethicality" have the highest effect on brand equity.

Keywords: Perceived business ethicality (PBE); brand personality dimensions; overall brand equity; partial least squares structural equation modeling (PLS-SEM); chain stories
JEL classification: D22, D63, M31

Received: March 31, 2014; Revised: October 17, 2014; Published: September 30, 2014  Show citation

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Hamidizadeh, M.R., Karimi Alavije, M.R., & Rezaee, M. (2014). The Effect of Perceived Business Ethics on Brand Personality Dimensions & Creation of Brand Equity in Developing Countries. Central European Business Review, 3(3), 46-53. doi: 10.18267/j.cebr.93
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