This study seeks to empirically examine cultural alignment with new corporate brand values in the rebranding aftermath.
Focuses on a case study of a firm that recently underwent a corporate rebranding campaign. Analysis is based on data collected through 14 in‐depth interviews with senior managers, and questionnaire data from an intranet survey with the firm's employees.
The empirical findings highlight that despite the firm's internal communication initiatives, current staff attitudes and behaviours are not aligned with the new corporate brand priorities. Resistance to change appears to play an important role in this respect. Yet, interestingly, some divisions view the current culture as more aligned to the new corporate brand than others. Moreover, staff that have joined the firm after the rebranding exercise view the current culture as more aligned to the new corporate brand values than those who have been with the firm since before the launch of the new corporate brand.
A single case study but one which provides empirical insights that advance theoretical thinking in corporate re‐branding.
Managers should aim for organization‐wide buy‐in towards the new corporate brand values and address challenges involved in aligning subcultures with the requirements of the new corporate brand.
Very few papers have empirically studied the process of cultural alignment in corporate re‐branding. This paper is relevant to managers of organizations undertaking corporate re‐branding activities.
Gotsi, M., Andriopoulos, C. and Wilson, A. (2008), "Corporate re‐branding: is cultural alignment the weakest link?", Management Decision, Vol. 46 No. 1, pp. 46-57. https://doi.org/10.1108/00251740810846734Download as .RIS
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