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11 – 20 of 467The principal purposes of this paper are to provide normative advice in terms of managing the British Monarchy as a Corporate Heritage Brand and to reveal the efficacy of…
Abstract
Purpose
The principal purposes of this paper are to provide normative advice in terms of managing the British Monarchy as a Corporate Heritage Brand and to reveal the efficacy of examining a brand's history for corporate heritage brands generally.
Design/methodology/approach
Taking a case history approach, the paper examines critical events in the Crown's history. It is also informed by the diverse literatures on the British Monarchy and also marshals the identity literatures and the nascent literature relating to corporate brands. Six critical incidents that have shaped the monarchy over the last millennium provide the principal data source.
Findings
In scrutinising key events from the institution's historiography it was found that the management and maintenance of the Crown as a corporate brand entail concern with issues relating to: continuity (maintaining heritage and symbolism); visibility (having a meaningful and prominent public profile); strategy (anticipating and enacting change); sensitivity (rapid response to crises); respectability (retaining public favour); and empathy (acknowledging that brand ownership resides with the public). Taking an integrationist perspective, the efficacy of adopting a corporate marketing approach/philosophy is also highlighted.
Practical implications
A framework for managing Corporate Heritage is outlined and is called “Chronicling the Corporate Brand”. In addition to Bagehot's dictum that the British Monarch had a constitutional obligation to encourage, advise and warn the government of the day, the author concludes that the Sovereign has a critical societal role and must be dutiful, devoted and dedicated to Her (His) subjects.
Originality/value
This is one of the first papers to examine the British Monarchy through a corporate branding lens. It confirms that the Crown is analogous to a corporate brand and, therefore, ought to be managed as such.
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Mario Burghausen and John M.T. Balmer
The purpose of this empirical study was to introduce the theory of corporate heritage stewardship by focussing on the nascent corporate heritage identity domain. In particular…
Abstract
Purpose
The purpose of this empirical study was to introduce the theory of corporate heritage stewardship by focussing on the nascent corporate heritage identity domain. In particular, the research explores managers’ collective understanding of their organisation’s corporate heritage and how the latter is marshalled, and strategically represented, by them. The case study was undertaken in Great Britain’s oldest extant brewery. Established in 1698, Shepherd Neame is one of UK’s oldest companies.
Design/methodology/approach
Empirical research informed by a theory-building, case study using qualitative data. This study draws on multiple sources of data generated through semi-structured interviews, the analysis of documents and non-participant observations. The analysis of data was facilitated by a multi-stage coding process and a prolonged hermeneutic interaction between data, emerging concepts and extant literature.
Findings
Corporate heritage identity stewardship theory argues that the strategic enactment of a corporate heritage identity is predicated on a particular management mindset, which is meaningfully informed by three awareness dimensions expressed by managers (i.e. awareness of positionality, heritage, and custodianship). These awareness dimensions are underpinned by six managerial stewardship dispositions characterised by a sense of: continuance, belongingness, self, heritage, responsibility and potency. The findings are synthesised into a theoretical framework of managerial corporate heritage identity stewardship.
Research limitations/implications
The insights from this empirical case study meaningfully advance our theoretical understanding of the corporate heritage identity domain. Whilst the empirical contribution of this study is qualitatively different from statistical/substantive generalisations, which seek to establish universal laws, the research insights are valuable in terms of theory-building in their own terms and are analytically generalisable. The insights from this study have the potential to inform further studies on corporate heritage identities, including research underpinned by a positivistic, and quantitative, methodology.
Practical implications
The findings have utility for corporate marketing management, in that they illustrate how a collective corporate heritage mindset can both inform, as well as guide, managers in terms of their stewardship of their firm’s corporate heritage identity. The theoretical framework is of utility in practical terms, in that it reveals the multiple dimensions that are significant for management stewardship of a corporate heritage identity.
Originality/value
The research confirms and expands the notion of management stewardship in corporate identity in corporate marketing contexts by identifying how a multi-dimensional managerial mindset has constitutive and instrumental relevance. Moreover, this study identifies the distinct characteristics of this corporate identity type – corporate heritage identity – which are revealed to have a saliency for managers. Both insights underpin the corporate heritage identity stewardship theory explicated in this article.
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B. Olutayo Otubanjo and T.C. Melewar
The purpose of this paper is to attempt to examine how corporate identity (one of the elements of Balmer's 6Cs of corporate marketing) could be better understood, whilst also…
Abstract
Purpose
The purpose of this paper is to attempt to examine how corporate identity (one of the elements of Balmer's 6Cs of corporate marketing) could be better understood, whilst also addressing how the deconstruction of one of the other elements (i.e. communications: corporate advertising) could provide deeper insight into what corporate identity truly means.
Design/methodology/approach
This paper examines various theoretical approaches which have compartmentalised the meaning of corporate identity. It also highlights how these compartments interrelate. The paper introduces the semiotic method and illustrates how this method could deconstruct firms' perception of corporate identity.
Findings
Two conceptual models and a semiotic method process were contributed. The first model reveals three main constructs of corporate identity, namely symbolism, behaviour, and corporate communications, and the second model reveals the corporate personality construct. The semiotic method reveals the positioning of corporate identity as a corporate personality construct.
Originality/value
This paper provides a better understanding of the meaning of corporate identity by developing two conceptual models and a semiotic method. The conceptual models provide an analysis of how various theoretical approaches which have compartmentalised the meaning of corporate identity interrelate. The semiotic method provides a stage‐by‐stage process of how a firm's perception of corporate identity is deconstructed. The conceptual models and the semiotic method give a better understanding of the meaning of corporate identity.
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Hong‐Wei He and John M.T. Balmer
This article has an explicit purpose of making a theoretical contribution to the issue of senior management cognitions of the corporate identity/corporate strategy interface. The…
Abstract
Purpose
This article has an explicit purpose of making a theoretical contribution to the issue of senior management cognitions of the corporate identity/corporate strategy interface. The aim of this research is to particularise the nature and saliency of this interface to corporate marketing scholars and practitioners alike.
Design/methodology/approach
This article adopts a grounded theory methodology and is informed by three in depth case studies undertaken among three building societies (mutuals) operating within the British Financial Services Industry.
Findings
The results confirm the saliency of the corporate identity/corporate strategy dyad vis‐a‐vis the comprehension and management of contemporary organisation. Theoretically, the study finds that senior management's cognitions of the corporate identity/strategy interface are interdependent, symbiotic and dynamic in nature: the nature of the dyad differed among the three institutions examined. In terms of the nascent domain of corporate marketing, this study confirms the extant literature, which suggests that, in addition to comprehending the psychology of customers and other stakeholders, the psychology of senior managers is also highly germane.
Practical implications
Within corporate marketing contexts, organisations should be mindful of the critical importance of the corporate identity/strategy interface; a concern for the above should be an important part of their corporate marketing as well as regulatory and strategic deliberations. However, senior managers should note the inherent dangers to identity maintenance where material alignment between corporate identity and strategy is ignored and where cognitive alignment is adopted as a surrogate: the former entails a synchronisation of facts whereas the latter entails the calibration of beliefs vis‐à‐vis corporate identity and strategy.
Originality/value
This is a major theory‐building study, which examines managerial cognitions of the corporate identity/strategy interface and a major study of its type within the British Building Society sector.
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This article aims to advance comprehension of corporate brands via the adoption of identity‐based perspectives of corporate brands. It aims to outline a normative, diagnostic…
Abstract
Purpose
This article aims to advance comprehension of corporate brands via the adoption of identity‐based perspectives of corporate brands. It aims to outline a normative, diagnostic, model of corporate brand management – The AC4ID Test. The origins of the model date back to the late 1990s. The model is predicated on the need to understand the seven identity types forming a corporate brand constellation. The seven corporate brand identity facets are the actual, communicated, conceived, covenanted, cultural, ideal and desired corporate brand identities. As a general but not an absolute rule there should be meaningfully strategic alignment between the corporate brand and other identity modes in the corporate brand constellation. The notion of temporal misalignment is also articulated. Temporal misalignment is important since different identity types inhabit diverse time frames and, sometimes, temporal misalignment can be perilous (it is often a necessary dynamic too). The notion of the identity‐wheel of change is articulated: a change of one identity may trigger a chain reaction throughout the corporate brand identity constellation.
Design/methodology/approach
This article is enlightened by extant research and conceptualisations on corporate brands and corporate branding theories. It is also informed by recent, cross‐disciplinary reviews of the identity literatures. The AC4ID Test framework incorporates recent insights vis‐à‐vis the diagnostic framework in corporate branding contexts.
Findings
Adopting identity‐based perspectives of corporate brands provides an advance in terms of our comprehension of them. A corporate brand can be viewed as a distinct identity type. An identity mode that is capable of being separate and divisible from the corporate identity from which it is derived. Corporate brands have multiple/attendant identities, which may be characterised as a constellation of corporate brand identities: these identities inform the identity of the AC4ID Test of Corporate Brand Management.
Originality/value
The AC4ID Test corporate brand identity framework outlined in this article draws on recent advances in the field and adapts earlier versions of the framework so that it has a utility for the corporate branding domain.
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The purpose of this paper is to advance the general understanding of the corporate heritage domain. The paper seeks to specify the requisites of corporate heritage and to…
Abstract
Purpose
The purpose of this paper is to advance the general understanding of the corporate heritage domain. The paper seeks to specify the requisites of corporate heritage and to introduce and explicate the corporate heritage marketing and total corporate heritage communications notions.
Design/methodology/approach
As befits an opening article of the first special edition specifically devoted to corporate heritage, this article is largely conceptual in character and draws on the extant literature on corporate heritage brands and identities. In illuminating key points, it also makes reference to extant corporate heritage entities/brands.
Findings
A provisional theory of corporate heritage sustainability is articulated, as is the enumeration of key corporate heritage traits. The notions of corporate heritage marketing and total corporate heritage communications are introduced and articulated. Key corporate heritage traits requisites encompass omni‐temporality; institution trait constancy; external/internal tri‐generational hereditary; augmented role identities; ceaseless multigenerational stakeholder utility and unremitting management tenacity. Corporate heritage marketing consists of eight dimensions: corporate heritage character/communications/covenant/conceptualisations/culture/constituencies/custodianship/context. Total corporate heritage communicates consists of primary/secondary/tertiary and legacy communications.
Practical implications
The paper notes the need for assiduous management attention to be accorded to organisations with a bona‐fide corporate heritage. Managers are custodians – as are organisational members guardians – of a corporate heritage. Corporate heritage institutions because they are sui generis require distinct approaches vis‐à‐vis their preservation and management.
Social implications
Corporate heritage identities and corporate heritage brands confer not only corporate but also temporal, territorial, social, cultural and ancestral identities to multi‐generational groups of customers and other stakeholders. As such, they are of importance not only as corporate entities but also as perennial social identities as well. This is of importance to policy makers, managers and owners of corporate heritage identities and corporate heritage brands.
Originality/value
The unveiling of corporate heritage marketing and of total corporate heritage communications perspective and the articulation of key corporate heritage entity traits is original and is of value to corporate communications/corporate marketing scholars and practitioners alike.
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John M.T. Balmer and Mei‐Na Liao
The purpose of this paper is to investigate student corporate brand identification towards three closely‐linked corporate brands: a UK university, a leading UK business school and…
Abstract
Purpose
The purpose of this paper is to investigate student corporate brand identification towards three closely‐linked corporate brands: a UK university, a leading UK business school and an overseas collaborative partner institute in Asia.
Design/methodology/approach
The paper uses a theory‐building case study within the phenomenological/qualitative research tradition.
Findings
The strength of student identification with a corporate brand is predicated on awareness, knowledge and experience of a brand. The data revealed three types of corporate brand identification. This reflected different modes of student affiliation with the three institutional brands. These student relationships were categorised as follows: brand member (a contractual/legal corporate brand relationship); brand supporter (a trusting corporate brand relationship); and brand owner (a proprietorial corporate brand relationship). In explaining the above, the above states are viewed in terms of a corporate brand identification management hierarchy which reflects different approaches to the management of corporate brands. These are categorised as legalisation, realisation and, finally, (brand) actualisation. Senior managers should strive for brand actualisation.
Research limitations/implications
The insights from a single, exploratory, case study might not be generalisable.
Practical implications
The paper conceptualises that a bureaucratic/product approach to corporate brand management is more likely to result in low brand identification (legalisation); that a diplomatic/communications management approach is more likely to result in moderate brand identification (realisation) and, finally, that a custodial/brand values and promise management approach is more likely to result in high brand identification (brand actualisation). These categorisations can have a utility in ascertaining the effectiveness and philosophical underpinnings of corporate brand management.
Originality/value
The paper examines multiple student identification (towards a university, business school and a non degree‐awarding overseas institute).
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This article outlines the nature of corporate marketing myopia and details the salient characteristics of a corporate marketing logic. The notion of identity‐based views of the…
Abstract
Purpose
This article outlines the nature of corporate marketing myopia and details the salient characteristics of a corporate marketing logic. The notion of identity‐based views of the firm is held to be highly meaningful to the comprehension of corporate marketing. In addition, the paper aims to broaden the understanding of the antecedents of corporate marketing by making reference to earlier, integrative endeavours (sensory integration, design integration, communications integration, branding integration and identity integration).
Design/methodology/approach
The commentary explains the nature, antecedents, and benefits of an organisation‐wide corporate marketing logic.
Findings
A corporate marketing logic characterises those organisations which realise their institutions and corporate brands can be important sources of differentiation. Moreover, it is held that organisations need to be involved in multi‐lateral relationships vis‐à‐vis customers, other stakeholders and with society at large. It is also mindful that an organisational marketing orientation should accord sensitivity to CSR/ethical concerns. A key precept of the corporate marketing logic is that it is institution‐wide ethos which is enacted via an organisation's culture. A long and a short definition of corporate marketing are enumerated.
Practical implications
Perceiving organisational marketing via the prism of identity‐based views of the firm and utilising the new corporate marketing mix (the 8Cs of corporate marketing) affords a practical and pragmatic means by which senior managers can foster and maintain a corporate marketing ethos and culture.
Originality/value
A corporate marketing framework is introduced which is informed by: identity‐based views of the firm perspective and by key corporate‐level constructs.
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Diogo Hildebrand, Sankar Sen and C.B. Bhattacharya
The main goal of this paper is to provide an integrative understanding of corporate social responsibility (CSR) from a corporate marketing perspective, highlighting the critical…
Abstract
Purpose
The main goal of this paper is to provide an integrative understanding of corporate social responsibility (CSR) from a corporate marketing perspective, highlighting the critical role of CSR in effective corporate marketing strategies.
Design/methodology/approach
The paper is conceptual and draws on the social identification, organisational identity and corporate marketing literatures from the European and US schools of thought.
Findings
The paper integrates and builds on extant thinking in corporate marketing and CSR to provide an identity‐based conceptualization of CSR. Based on this, it positions CSR as an optimal managerial tool for promoting alignment between multiple corporate identities (e.g. internal, external), which ultimately leads to key benefits for the company.
Originality/value
The paper is the first to highlight the unique role of CSR in being able to align multiple corporate identities. Furthermore, the paper threads together diverse perspectives on corporate identity and marketing to highlight the potential role of CSR in effective corporate marketing.
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Mario Burghausen and John M.T. Balmer
The repertories of the corporate past perspective is introduced and articulated and is placed with the corporate communications and corporate marketing domains. The framework…
Abstract
Purpose
The repertories of the corporate past perspective is introduced and articulated and is placed with the corporate communications and corporate marketing domains. The framework consolidates and expands the comprehension of multifarious actualisations of the past as a corporate-level phenomenon. The paper aims to discuss these issues.
Design/methodology/approach
A literature review, which draws on the extant corporate heritage literature within corporate marketing and corporate communications along with other salient perspectives within social sciences, is integrated into a conceptual framework of past-related corporate-level concepts.
Findings
The paper advances the extant literature by making a distinction between instrumental and foundational past-related corporate-level concepts. A framework is introduced and articulated detailing seven different modes of referencing the past of an organisation: corporate past, corporate memory, corporate history, corporate tradition, corporate heritage, corporate nostalgia, and corporate provenance.
Research limitations/implications
The paper clarifies the current state of this nascent field of corporate marketing and communication scholarship concerned with the historicity of corporate-level phenomena and advances the conceptual understanding of the multiple ways in which links with an organisation's past can be understood and scrutinised offering an integrated framework of seven conceptual lenses for future research.
Practical implications
Managers, by more fully comprehending the repertoires of the corporate past, are, the authors argue, better placed to discern whether the past is of material benefit to their organisations. If so, the repertoires of the corporate past perspective may enable managers to more effectively manage, maintain, and capitalise on their organisation's past in multiple ways.
Originality value
This paper is substantively informed by both the corporate heritage literature and the salient literature from the social sciences. The introduction of a repertoire of the corporate past framework, arguably, represents an important contribution to the domain.
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