The construction and controlling effect of a moral brand

• Brand identity as a means of employee control is explored.
• It is argued that ethical brand values demand authentic brand work to be credible.
• The role of committed employees in producing brands and brand cultures is explored.
• It is argued that brand co-creation and legitimatised brand value conceals brand management.

SummaryThis paper explores the control effect of a moral brand through its brand culture. The moral brand culture distinguishes itself from other brand cultures by drawing on external claims for legitimacy. In this case, the brand drew upon a strong brand community, moral narratives in society, and the participative engagement with its values by many employees. As a consequence of these multiple and often external means of brand creation, managers were able to distance themselves from the process of brand and cultural management. Indeed such distancing was required for its effective enactment. The co-creation of the moral brand and the idea of ‘doing the right thing’ deflected attention from the controlling effect of the brand culture.