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The purpose of this paper is to focus on the differences between managing domestic corporate brands (DCBs) and multinational corporate brands (MCBs), and presents a framework highlighting six types of complexity associated with managing both forms of corporate brands in an international business context.

This paper proposes a framework addressing six types of complexity involved in managing DCBs and MCBs drawing on the literature related to corporate branding, corporate brands, and domestic and multinational corporations. The six types of complexity examined include: strategic role, organisational structure, culture, knowledge, positioning and extended responsibility.

The research identifies that DCBs have a lower degree of complexity in regard to strategic role, knowledge and positioning, but have a higher level in regard to organisational structure, cultural and extended responsibility complexity. MCBs face more complexity than DCBs across all dimensions because they operate across business environments and need to coordinate activities while adapting to environmental differences.

The findings highlight the importance of environmental complexity for firms managing brands globally. The issues of complexity identified in this paper need to be understood if firms are to effectively build and manage their corporate brands within and across markets.

The paper highlights the concepts of DCBs and MCBs, and identifies the factors that contribute to the complexity of managing these two types of corporate brands domestically and internationally.

Managing corporate real estate is confronted with more problems than just the changing characteristics of real estate. While operating companies strive for more autonomy, corporate headquarters are increasingly struggling for a synergetic approach to corporate resources and capabilities. The authors argue that the impact of the corporate setting on the role and position of corporate real estate management is underestimated. This paper describes the effects of transisions in corporate structure and strategies and provides insight in a new perspective on managing corporate real estate.

Author Jeff Resnick explores the vulnerability of firms whose executives fail to manage the perceptions of their company – indeed, their corporate reputation – with as much rigor as they apply to managing financial, operational or technology risk. Mr Resnick offers up a snapshot of current attitudes towards managing corporate reputation, including research underscoring CEOs perception that it has become far more important than it was several years ago, and juxtaposes this with data that indicates US investors remain as distrustful of corporate ethics today as they were in the heated moment of corporate scandals. Mr Resnick then presents a provocative case for better managing reputation – a company’s most critical important intangible asset – in a more strategic manner. Finally, he provides readers with steps for effectively monitoring reputational risk. His monitoring system focuses on a multi‐stakeholder measurement approach that more fully informs executives’ decisions concerning their corporate reputation. Critical to making his case, Mr Resnick uses examples from recently completed reputational research, focusing on the electric power industry and conducted by an independent reputation‐rating agency.

The purpose of the study was to find out about: significance and understanding of corporate identity, its elements and CI management in Slovenian companies/Slovenian and international companies with exemplary and successful corporate identity and their characteristics.

A survey was conducted among the most successful Slovenian companies (by income and by profit). A total of 44 people, from 36 companies, who are responsible for managing corporate identity were interviewed.

The main finding is that managing corporate identity is of great importance for company success. Although there is no general definition of corporate identity at theoretical level, the understanding of corporate identity is quite homogeneous – the most common definition according to the research is: corporate identity is a mix of characteristics that organization possesses as a subject. Successful managing of corporate identity, has many positive effects on company's acceptation in a role of subject in the society.

Future research in determining the influence of the chairman and his personality as well as the board and employees' personality on corporate identity would be important. It is recommended that in future, in similar studies, an even larger sample is included and the thought of comparing future studies with the present study should not be excluded.

The main practical implication of this paper is to raise the awareness of how important the local culture is when dealing with corporate identity management.

A brief literature review of Slovenian authors from the corporate identity field has been made and presented on an international level for the first time. Also, the empirical research on the question of how managers in Slovenian companies understand and manage corporate identity in their organizations is new. The main contribution is that results acquired in Slovenia can be partly compared with other similar researches in the EU.

Business collective action (BCA) is often necessary to address sustainability issues, which are generally complex and multi-layered issues that cannot always be properly addressed by individual businesses. Firms participating in BCA for corporate sustainability have access to clearer rules and guidelines for managing sustainability issues, are more efficient in managing multiple stakeholder demands due to enhanced opportunities for learning, benefit from individual and joint reputation management, and are better able to capture weak signals about opportunities and threats in the external environment. Despite these benefits, our understanding of BCA for corporate sustainability is still limited. Most of the existing work in this area has examined different forms of BCA for corporate sustainability – for example, multi-stakeholder initiatives, trade associations, and other forms of business membership organizations – individually. In this chapter, the authors provide an overview of BCA for corporate sustainability. The authors start the chapter by discussing the importance of BCA in general and BCA for corporate sustainability, in particular to research and practice, and its benefits to firms and society. The authors then present a typology of the different forms of BCA for corporate sustainability, discussing their differences and similarities from an issues management perspective. The authors conclude the chapter with a brief discussion of future research in this area.

This paper aims to investigate the conceptualisation of corporate communication management (CCM) and its dimensionality from the practitioners’ perspectives. It proposes to validate an operational definition and dimensions of the CCM construct, which have not been identified in the literature.

The initial concepts are based on academic literature and followed by 12 face-to-face interviews with corporate communication practitioners and consultants from Malaysia to confirm the practicality of each dimension. QSR Nvivo Version 9.0 software is used to analyse the qualitative data. Then, the data are classified through deductive content analysis based on key words or themes.

The diverse perspectives are shown from the practitioners and consultants on the dimensionality of CCM. Most of the interviewees suggest that CCM dimensions include corporate advertising, corporate affairs, investor relations and employee communication within the corporate communication and other departments. They also found the public relations and media relations are clearly under corporate communications manager’s supervision. This research confirms the concept of CCM and its dimensionality to operationalise the CCM construct. The CCM dimensions also offer opportunities for further research to develop the measurement scales.

This research contributes to the clarification on the subject matter by developing clear concepts of the CCM and by offering insights about the role of the CCM dimensions, which help managers to more successfully incorporate the CCM dimension into the corporate management strategy. This paper also examines the concept of CCM and confirms its dimensionality, which helps in developing the CCM measurement for further quantitative research.

This paper explores the integration of corporate and marketing communication in tomorrow’s company, and discusses a model of the corporate communication system of managing. It defines the need for a total stakeholder perspective and to integrate communication activities around constituent‐constituent relationships. Marketing is described as a special case of human communication, in which all elements of the marketing mix are seen as communicative in action. The paper agrees with the Tomorrow’s Company study that inclusion is a necessity, and argues that new management involves a form of economic democracy, which in turn creates a need for new forms of corporate governance, monitoring, and management. This will require managers to re‐evaluate the appropriateness of their thinking. The corporate communication model of systemic managing is forwarded for this purpose

Emphasising the significance of managing environmental and social issues for businesses, the chapter aims at highlighting the need of developing a non-financial risk management system for elevating corporate social responsibility (CSR) performance in China. Particularly, through discussing its importance, opportunities, and challenges.

Analysis and discussion of the chapter are based on multiple sources of information. Review of literature includes authoritative academic articles, reports from renowned global organisations, media coverage of corporations, and examples of business cases in China.

Several key findings are covered in the chapter. First of all, environmental and social concerns are usually being deemed as intangible issues that need to be properly articulated and managed by an effective non-financial risk management system for enhancing corporate sustainability in China. Secondly, through different interpretations of sustainability, links could be drawn for non-financial risk management and sustainability. Thirdly, by explaining the impacts from non-financial risk management to sustainable development and profits, the chapter has argued CSR as a clear business case for any company in China. Fourthly, challenges are also portrayed for the effective management of non-financial risk management by corporations. Finally, the need of a well-defined non-financial risk management system for helping businesses to be more competitive, thus, moving closer to sustainability in China and elsewhere is provided.

Integrating environmental and social risks is critical to the effective management of any corporation’s real risks and to improve resource allocation in a sustainable fashion. This demands a systematic and strategic identification of issues through non-financial risk management. Most significantly, this chapter has shown the way this can be achieved by any corporation in China, and the concepts can be applied into other societies.

The contribution of the chapter is thought to be significant. Although there exists a wide body of research on sustainable development, risk management and CSR in China, there is limited insight into how corporations can effectively conceptualise such intangible or non-financial risks in relation to sustainability.

Reflects on the journey so far into the exploration and understanding of the potential of the corporate university concept as a real‐time business development platform. Challenges whether the many and diverse “schools of thinking” that are shaping the intellectual architecture of corporate universities and are innovating new processes of intellectual development, are in fact functionally constrained ‐‐ simply window dressing of existing functions, or are engaged in retro‐ego trips. Identifies the main development connections between the corporate university concept and the developmental thinking domains of intellect, organisation and business. Examines where blockages are taking place in its evolution and puts forward a thinking schools integrator process methodology as a basis for moving forward into a more complete articulation of the concept. A constructivist methodology is summarised, introducing the idea of well‐considered choice for the integration of diverse developmental “schools of thinking” to determine a comprehensive “configuration school of thinking”. Suggests the first phase of an approach into how the emergent paradigm can be managed, to unfold a bespoke corporate university architecture.