Search results

Seeking an answer to the question “how does organizational identity change?” we analyze the visual identity marker of universities, namely logos, as time-related artifacts embodying visual scripts. Engaging with the Stinchcombe hypothesis, we identify five processes to the creation of visual identities of organizations: In addition to (1) imprinting (enactment of the contemporary script) and (2) imprinting-cum-inertia (persistent enactment of epochal scripts), we also identify (3) renewal (enactment of an up-to-date epochal script), (4) historization (enactment of a recovered older epochal script), and (5) multiplicity (simultaneous enactment of multiple epochal scripts). We argue that these processes work together to produce contemporary heterogeneity of visualized identity narratives of universities. We illustrate this, first, with a survey of the current-day logos of 814 university emblems in 20 countries from across the world. Second, drawing on archival and interview materials, we analyze the histories of exemplar university logos to illustrate the various time-related processes. Therefore, by interjecting history – as both time and process – into the analysis of the visualization of organizational identity, we both join with the phenomenological and semiotic analysis of visual material as well as demonstrate that history is not merely a fixed factor echoing imprinting and inertia but rather also includes several forms of engagement with temporality that are less deterministic. Overall, we argue that enactment engages with perceptions of time (imaginations of the past, present, and future) and with perceptions fixed by time (epochal imprinting and inertia) to produce heterogeneity in the visualization of organizational identity.

This chapter offers insights on how knowledge management (KM) tools and initiatives contribute to successful internal branding. Knowledge management has gained considerable recognition from both business practitioners and academics. However, understanding and implementation of KM practices in relation to internal branding is still a largely unexplored field. The authors, thus, present several models of knowledge sharing and outline their applicability to the field of internal branding. Through a case study of a Finnish multinational company Teleste, this chapter shows the applicability of the presented theories for brand knowledge sharing. The practical case looks at how knowledge sharing helped Teleste in the process of rebranding, particularly when promoting its new brand image within the organization.

In this chapter, we describe the rise and fall of Germany’s Neuer Markt from its promising start to its ultimate failure. We show that the Neuer Markt was designed to serve the special needs of small and medium sized growth firms. However, some regulatory flaws, insufficient means to enforce the rules, the IPO frenzy and the bursting of the stock market bubble destroyed its reputation beyond recovery. The closing of the Neuer Markt and the rebranding and restructuring of the entire Frankfurt stock market indicate the seriousness of the crisis of German public equity markets.

This chapter introduces the tourism–disaster–conflict nexus through a comprehensive review of the contemporary social science literature. After reviewing conceptual definitions of tourism, disaster and conflict, the chapter explores various axes that link through this nexus. The linkages between tourism and disaster include tourism as a trigger or amplifier of disasters, the impacts of disasters on the tourism industry, tourism as a driver of disaster recovery and disaster risk reduction strategies in the tourism sector. Linkages between tourism and conflict include the idea that tourism can be a force for peace and stability, the niche status of danger zone or dark heritage tourism, the concept of phoenix tourism in post-conflict destination rebranding, tourism and cultural conflicts, and tourism’s conflicts over land and resources. Linkages between disaster and conflict include disasters as triggers or intensifiers of civil conflict, disaster diplomacy and conflict resolution, disaster capitalism, and gender-based violence and intra-household conflict in the wake of disasters. These are some of the conversations that organise this volume, and this introductory chapter ends with a summary of the chapters that follow.

Every year, tonnes of flower waste from religious places is dumped into India’s holiest river Ganges, polluting it to virtual death. Pesticides and insecticides used in growing these flowers mix with the water, affecting millions of lives through water-borne diseases. Most others may just lament these facts, Ankit Agarwal and Karan Rastogi, childhood friends from Kanpur, used them as inspiration to innovate. Two years of relentless experimentation led to a brilliant idea; that of recycling the flower waste. They founded HelpUsGreen® in 2014 to convert the waste into bio-fertilisers and lifestyle products. Widely appreciated and heavily awarded now, success has not come easy for this well-educated duo. HelpUsGreen® processes hundreds of kilos of flower waste, creating employment for hundreds of underprivileged women. An entirely bootstrapped project with no carbon foot print, the venture hopes to revive the Ganges through Flowercycling®. Currently at 8.5 tonnes per day and at the tipping point of scaling, HelpUsGreen® hopes to process over 50 tonnes of flower waste per day by 2020. Apart from the environmental impact, HelpUsGreen® has achieved huge societal impact, employing over a thousand women who did not previously have formal employment. What also makes the social entrepreneurs stand apart is their entrepreneurial market savviness. They have positioned their products not at the sympathy market but at the high-end premium market. Their products sell under the name ‘Phool’. HelpUsGreen® has set its eyes firmly on spreading operations across 2,000 kilometres along the Ganges and creating over 25,000 jobs for women.

Green labeling and green scapes are generally associated with environmental practices known as eco-labeling. In the hospitality industry, the concept of green scapes and green labeling has been associated through the attraction of customers toward hospitality organization's brand mark. Green practices make a customer conscious and more tangible for a brand or product. Somewhere, green practices have the instinct to throw as an open-up strategy for futurism growth and to build the brand mark at the next market step of the industry. The determination of green practices of a hospitality organization is performed by the environment working employees (Villemereuil & Gaggiotti, 2015). The organization is advantageous only when the in-house environment is attractive. Green scapes are performed only on the criteria of key certification. The viewpoint of this chapter is to fulfill the criteria of green practices (Warren et al., 2008), attracting brand marks in the hospitality organizations of UT regions. This chapter will investigate the perceptions of industrial employees attracting the brand mark of any hospitality organization in UT states. This chapter will highlight the impact of B2B and B2C businesses connecting to the working environment toward attracting the brand mark of hospitality organizations in the UT states region. This chapter will be paying heed to discuss the enhancing effect of B2B businesses in the UT states market of the tourism and hospitality sector. The sample collected for this chapter using closed ended questionnaire from hospitality organization or hotels in UT destination.

Many of the challenges experienced by the New Town remain the same 50 years on: funding major infrastructure, land acquisition and planning still requires national political and policy support. In the scramble to deliver the thousands of new homes needed, the British government is revisiting policy levers and programmes of the past. Ebbsfleet, a large new settlement in Kent, two decades into realisation, shows how subsequent government visions overlay the historic New Town principles, the characteristics underpinning Garden Cities or the newly emerging Healthy New Towns (HNT). Rediscovering New Town design principles has prompted a reinvention of the historic planning mechanisms that delivered them. The influence of policy actors is contrasted to Ebbsfleet Development Corporation’s emergent role as the practical delivery agency. Comparing criteria for recent government new settlement programmes reveals the Housing Ministry’s rapid shift from promoting sustainable development to facilitating private-sector investment in exchange for guaranteed housing delivery. A similar dilution is seen in the HNT Network, where the New Towns’ provision of health-giving environments for populations escaping from city slums has been supplanted by a broader (more diffuse) facilitation of healthy wellbeing. In a fluid policy context, Ebbsfleet’s adoption of these principles could cynically be read as market-led place rebranding not reinvention. Will the historic lessons of the early New Towns have been learnt so that the new wave of Garden Cities or Healthy New Towns fare better?

With increasing investments being made in brand development by destination marketing organisations (DMO) since the 1990s, including rebranding and repositioning, more research is necessary to enhance understanding of how to effectively monitor destination brand performance over time. This chapter summarises key findings from a study of brand performance of a competitive set of destinations, in their most important market, between 2003 and 2012. Brand performance was measured from the perspective of consumer perceptions, based on the concept of consumer-based brand equity (CBBE). The results indicated almost no change in perceptions of the five destinations over the 10-year period. Due to the commonality of challenges faced by DMOs worldwide, it is suggested the CBBE hierarchy provides destination marketers with a practical tool for evaluating brand performance over time; in terms of measures of effectiveness of past marketing communications, as well as indicators of future performance.