When is brand orientation a useful strategic posture?

This study examines the extent to which the effect of brand orientation on sales performance is contingent upon levels of transformational leadership and inter-functional collaboration. Using primary data from 108 subsidiaries of multinational enterprises (MNEs) operating in the Commonwealth Caribbean region, the study finds that brand orientation is not directly related to sales performance. However, findings show that brand orientation is positively related to sales performance when levels of both transformational leadership and inter-functional collaboration are high. Theoretical implications of these findings are discussed while drawing lessons for MNE subsidiary brand management practice