Corporate Rebranding: - An Internal Perspective from Ethiopian Electric
| dc.contributor.advisor | Samson Mekonen | |
| dc.contributor.author | Eleni Fekadu | |
| dc.date.accessioned | 2026-03-09T10:06:10Z | |
| dc.date.available | 2026-03-09T10:06:10Z | |
| dc.date.issued | 2025-06-10 | |
| dc.description.abstract | This research aimed to assess corporate re-branding from an internal perspective, with a focus on the Ethiopian Electric Utility (EEU). The study employed a quantitative research approach to examine employee perceptions regarding internal communication, leadership support, and involvement in the re-branding process. Primary data was collected through a self-administered structured questionnaire. The target population consisted of 342 employees from three selected departments Marketing, Engineering, and Communication representing the broader workforce of 1,294 employees at the EEU head office. The sample size was determined using Yamane‘s (1967) sampling formula, resulting in a sample of 184 employees. After conducting validity and reliability tests (Cronbach‘s Alpha = 0.92), 182 completed questionnaires were returned and used for analysis. Descriptive statistical analysis was performed using the Statistical Package for the Social Sciences (SPSS), and the results were presented through tables, bar graphs, and pie charts. The findings revealed that employees were not involved in the re-branding process, and the institution did not provide them with meaningful opportunities to participate. The results also demonstrated that effective internal communication plays a critical role in ensuring successful rebranding. Furthermore, the study indicated that when employees are adequately informed and engaged through training and discussion forums, positive changes are more likely to occur. The research concludes that organizational re-branding efforts are more effective when employees are actively involved, as excluding them can lead to confusion among both employees and customers. Therefore, the study recommends that EEU prioritize employee involvement in future rebranding initiatives, particularly regarding changes to the organization‘s name, colors, and logo. These findings contribute to improving internal branding practices and offer practical recommendations for strengthening institutional reforms in public enterprises like EEU. | |
| dc.identifier.uri | https://etd.aau.edu.et/handle/123456789/7934 | |
| dc.language.iso | en | |
| dc.publisher | Addis Ababa University | |
| dc.subject | This research aimed to assess corporate re-branding from an internal perspective | |
| dc.subject | with a focus on the Ethiopian Electric Utility (EEU). | |
| dc.title | Corporate Rebranding: - An Internal Perspective from Ethiopian Electric | |
| dc.type | Thesis |