This research tends to answer the following question: How do multinational corporations transmit their service brand to the local employees of the host country? Service brand has been discussed from the point of internal marketing, which ensures that employees can demonstrate the authentic value of the service brand in their attitudes and behaviors. However, when a corporation attempts to transmit the service brand across borders, there needs to be a balance between globalization and localization. This research intends to build a systematic internal marketing mechanism from the viewpoint of internal marketing, international service branding and subsidiary brand-specific transformational leadership. This study uses both qualitative and quantitative methods to conduct an in-depth case study and questionnaire survey. This research provides the following theoretical and managerial contributions. Firstly, it proposes a systematic internal marketing mechanism to transmit the service brand across international borders. This includes a brand-specific leadership with cultural sensitivity, a brand norm positively led by the leader and an organizational learning system, which influences the practice of the brand norms. Secondly, in order to transmit the international service brand successfully, this paper argues that subsidiaries’ leaders should have cultural sensitivity and demonstrate a brand-specific transformational leadership style. Thirdly, the paper finds and verifies that brand-specific transformational leadership has a positive effect on the brand norms and organizational learning, which in turn affect employee brand behavior and attitude toward the company’s core brand value. Managerially, the systematic internal marketing mechanism developed by this research can enlighten those service companies who intend to expand their international scope and ascertain their service brand value is transmitted accurately and executed locally.

One of the important components of this administrative reform is customer satisfaction. Every public enterprises introduced the Service Charter and Korean government took Customer satisfaction as the key index of public sector performance assessment. Most public enterprises introduced customer satisfaction management in an attempt to improve the quality of customer service. The government granted high incentives to excellent business innovative enterprises and developed additional indices, which are related to CS. From now on, every Korean enterprises must embody feasible customer satisfaction management and improve the quality of customer service In this research, we proposed a quality evaluation standard model which is suitable for the public enterprise based on the Service Quality Criteria, and examined the model. A 7-Point Likert Scale was used based on the five categories within the Service Quality: responsiveness, convenience, tangibility, sympathy and reliability, we analysed the validity and causal relationship among the factors within the model.

This paper focused on the level of managerial centralization on chief executive officer (CEO) as a factor to affect the shared growth activities of corporate. As service corporations are becoming active in shared growth activities recently, this paper thus used CEO. Pay Slice (CPS) information to measure the level of managerial centralization on CEO of service corporation and tested the influence of the level of managerial centralization on whether shared growth activities are executed and the level of such activities respectively. The result of test shows that companies with high managerial centralization on CEO are more passive toward shared growth activities than those without such centralization. This can be interpreted that a CEO with more powerful influence may consider shared growth activities as to be negative and take a passive attitude to them. On the other hand, such result was supported by additional analysis with companies committing shared growth activities as well. This paper is expected to contribute to bring about interest on shared growth activities as the gap between major companies and small and medium sized companies is currently expanding in terms of operating profit ratio and even salary of employees.