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ABSTRACT The purpose of this article is to explore corporate brand identity and
reputation, with the aim of integrating them into a single managerial framework.
The Nobel Prize serves as an in-depth field-based case study, and is analysed using the
Corporate Brand Identity and Reputation Matrix (CBIRM), introduced here for the
first time. Eight key...
Contexts in source publication
Context 1
... and Miles (1998) asked three questions: 'what the company is'; 'what the company says it is' and 'what the Figure 3). However, it is an attempt to structure, describe and integrate nine 'brand identity elements' into a three- by-three matrix. The arrows radiating from the centre of the framework convey the logic that all elements of the matrix are interrelated and form an organised entity. The content of one element 'echoes' that of the others, with the core as the centre square of the framework (cf. Kapferer's 'brand identity prism', ...
Context 2
... the identity questions ( Figure 3) commence with what, while the reputation questions (Table 2) commence with ...
Context 3
... we describe the three-step process of identifying and selecting reputation ele- ments, as noted above in the Methodology section. This in turn will lead to our new expanded model. First, we reviewed the relevant literature on reputation, and selected elements that we believe, as a totality, capture vital aspects of the dimensions of the concept. We also considered how each different reputation element we chose reflected -and could be structurally and logically linked to -the nine CBIM brand identity elements (Figure 3). Our fieldwork within the Nobel Prize case provided us with a holistic view of its identity and reputation as a corporate brand. From the continuous process of transcribing, coding and pattern-matching of the empirical data, we fitted relevant quotes to the corresponding identity ele- ments (Strauss and Corbin, 1990). Further- more, the aforementioned 'bench tests' with managerial groups in executive pro- grammes supported the selection process. We also wanted the elements ideally not to overlap, and moreover to fit and work in a managerial ...
Context 4
... a coherent corporate brand identity, the core reflects all elements, and every ele- ment reflects the core (Figure 3). The nine elements define the essentials of a corporate brand's identity. Its internal (sender) elements are described in terms of three organisational characteristics: 'mission and vision', 'culture' and 'competences'. The external (receiver) component comprises 'value proposition', 'relationships' and 'position'. The matrix ...
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Citations
... The lack of empirical research in this context is surprising because family firms own brands that are imbued with idiosyncratic components, such as family values, history, culture, and reputation, among others, which affects their brand management Beck & Prügl, 2018;Sageder et al., 2015). Furthermore, every corporation has to deal with the 'multiple identity' problem (Botero et al., 2013;Urde & Greyser, 2016) which, in the case of family firms, may well be accentuated. Sundaramurthy and Kreiner (2008) emphasize the difficulties faced in the governance of family businesses because of the interaction between two identities -the family and the business-that inherently coexist but which are not necessarily compatible. ...
Abstract
Literature has recently increased its attention on brand management in family firms. Blurring boundaries between family and business, divergent interests of family and non-family members, or a peculiar strategic decision-making framework in which the family’s socioemotional wealth (SEW) may be prioritized make brand management particularly complex. We contribute to the literature through a pioneering study of the benefits of brand orientation for family firm performance, and by examining how the different SEW dimensions drive the adoption of a brand-oriented culture in this kind of firm. Empirical findings from a representative sample of 120 Chilean family firms reveal the positive impact on brand orientation of binding social ties, renewal of family bonds, and identification with the family firm, and confirm that brand orientation enhances performance. Brand orientation thus emerges as a key, yet hitherto neglected, mediating factor to reconcile SEW preservation with economic performance, which entails relevant theoretical and managerial implications.
... On one hand, the strategic mobilisation of these elements facilitates family businesses in gaining "acceptance by broader communities, building a reputation of continuity, and inspiring innovation through tradition" (Ge et al., 2022, p. 225); on the other hand, it helps to obtain strategic advantages by being associated with trust of and commitment to external stakeholders (Miller & Le Breton-Miller, 2003). To thoroughly investigate FBB identity, recent studies (Astrachan et al., 2018;Casprini et al., 2020) mobilised Urde and Greyser's (2016) seminal brand identity framework and adapted it to the family business context with the aim to investigate the unique elements and dynamics of the FBB identity (Casprini et al., 2020). This framework distinguishes between two categories of FBB identity: a core FBB identity, which comprises those characteristics that play a pivotal role in the family business (namely, its values and goals, the family history, and its influence on the business) and an extended FBB identity, which pertains to other, more peripheral factors (namely, expression, competencies, and relationships) (Astrachan et al., 2018;Casprini et al., 2020). ...
... The structural topic model revealed the presence of 19 topics, grouped into seven broader discourses, according to which journalists discuss FBBs (see Table 2). Among the discourses which relate primarily to the core of FBB identity (Astrachan et al., 2018;Urde & Greyser, 2016), we found discourses that refer to family business succession, ownership, and management (governance), as well as discourses that refer to the history and evolution of FBBs. These discourses focus either on the development strategies pursued over time, like acquisitions and processes of business model innovation, or on chronicles of the family's heritage and genealogy (stories). ...
... These discourses focus either on the development strategies pursued over time, like acquisitions and processes of business model innovation, or on chronicles of the family's heritage and genealogy (stories). Among the discourses that relate to extended elements of FBB identity (Astrachan et al., 2018;Urde & Greyser, 2016), we detected discourses that deal with institutional settings, such as politics, governmental decisions and taxation (regulation); discourses that discuss specific prototypical FBB features and competencies that substantiate their competitive advantage, like iconic products, unique competencies and craftmanship in various economic sectors (competitive advantage); and discourses that cover stories and news about small-sized family businesses and their relationship with the territory and its stakeholders (local communities). Finally, we detected a set of discourses that mostly concern FBB reputation. ...
Drawing upon the thriving brand co-creation perspective, our study explores the co-creation of family business brand (FBB) meanings with external stakeholders. Through a mixed method analysis that combines structural topic modelling and interpretative grounded theorizing, we analyse 12,039 newspaper articles, covering a period of 30 years, to show how journalists co-created intended and unintended family business brand meanings. Our findings reveal seven unique FBB discourses, and a set of five discursive strategies (echoing, educating, narrativizing, unveiling and reframing) embedded in two discursive mechanisms (FBB meanings consolidation and FBB meanings unravelling) that journalists actuate in their press coverage of family businesses. Thus, our paper contributes to the family business and brand co-creation literatures theorizing and contextualizing the role of an overlooked actor in the FBB ecosystem, promotes a way to methodologically apply big-data-friendly analysis in the family business field, and offers managerial implications.
... This might work in transforming a good positive corporate reputation for firms in the Zimbabwean telecommunications industry. This is supported by Greyser (2016), who noted that Twitter is vital in linking customers with products and services globally. ...
... The results confirm the significance of the research, as it points to an industry that is not applying any structured approach towards ensuring that there is alignment towards the way in which the employees engage with the public via social media. Though Greyser (2016) argues that it is critical to utilise Twitter in linking customers with products and services, what remains clearly missing is how that is supposed to happen, therefore the construction of the research study framework to address both the practice and As noted in the literature review in Chapter Two, for corporate reputation management to be effective online, the results point towards the development of a framework that can be utilised to ensure consistency, ...
The aim of the study was to determine how Twitter can be used as a social blog to improve the corporate reputation of organisations operating in Zimbabwe’s telecommunications industry. This was undertaken guided by the broader objective of developing insights on how the telecommunications industry is responding to shifts from traditional to contemporary approaches in corporate reputation being driven by social blogs. Analysis was made of the views of the internal stakeholders namely employees, operational and top-level managers, who are pivotal in the engagement of stakeholders including customers online. In that regard, the study tested the main relationship (H1), which was to understand whether Twitter has a direct influence on the corporate reputation of telecommunication companies operating in Zimbabwe. Since the study positions Twitter between the traditional corporate reputation guides (top-level managers, operation managers, general employees, and customers) and the contemporary methods (boundary theory, social cognitive, social blogs and social exchange), these became the intermediate variables (H2) for the research. The fact that Twitter is not the only social blog in the landscape resulted in comparison with other equal alternative types (Facebook, Instagram, LinkedIn and YouTube) to assess their effect on corporate reputation against that of Twitter (H3). The study, therefore, confirmed the relationships and proposed a framework that guides contemporary approaches towards the management of corporate reputation in the telecommunications industry. For this reason, the study gave back new knowledge to the research community and practical frameworks on how to manage reputation in contemporary times, wherein social blogs are central in the shaping of reputations. A mixed-method approach was therefore employed in the study, where both quantitative and qualitative research designs were drawn upon in the data collection and analysis. A stratified random sampling process was employed in selecting respondents from whom to elicit the quantitative data, and purposive judgmental sampling was used to select participants from whom to obtain the qualitative data. A total of 369 survey questionnaires were distributed to the targeted sample with a response rate of 90%, as 332 employees in the telecommunications industry returned completed questionnaires. Eighteen (18) interviews were conducted, with key interview informants in Zimbabwe’s telecommunications industry, thereby allowing for triangulation of the data obtained from the quantitative survey with the insights from the qualitative interviews. The results show that social blogs, specifically Twitter, Facebook and YouTube, have a direct impact
v
on the management of positive corporate reputation in the telecommunications industry as they contribute to the social capital of the organisation leading to the contemporary management of reputation. A framework on the effect of social blog platforms on positive corporate reputation management in Zimbabwe’s telecommunications industry was developed.
... As such, heritage branding may involve several different cues for further discussion, all of which generally seem to enhance consumer evaluation and behavior. Finally, brand identity is defined as the foundation that management establishes for its brand to have long-term success and continuity (Urde & Greyser, 2016). It creates a bridge between the brand and its stakeholders by informing the market users and all stakeholders of what they expect from the corporate (Aaker, 2004). ...
With the rise of social media, brand communication has undergone tremendous changes. In particular, small brands have been affected severely. Given this, this study investigated strategies for how small brands can survive in the digital age using a case study of Louise Kennedy, a representative Irish fashion designer brand. After examining a total of 2,899 tweets, the study finds a strategic mechanism for heritage branding on social media, and confirms the important role of cultural heritage in the success of small brands. As a result, the study extends prior studies on heritage branding to fashion marketing on social media. Also, it provides actionable insights for small brands to survive the social media firestorm.
... This same author postulates that the country brand should be considered in relation to the identity, brand image and reputation of the territories, rather than as a marketing strategy (Anholt, 1998). Dinnie (2015) also recommends that both image and identity should be used to develop a country brand while Urde and Greyser (2016) posit that the identity should be reflected in the country brand. The relationship between country identity and the country image still has no conclusive results. ...
... In this sense, countries should know their strengths and weaknesses, their opportunities and threats, compared to other nations, in order to determine their sources of competitive advantage and base their identity on them (Kotler and Gertner, 2002). Under this perspective, identity is not something static; it can vary over time due to factors outside the country (Urde and Greyser, 2016). The relationship between the country identity and the country image has been studied in the previous literature, without conclusive results. ...
... From the cognitive perspective, it is emphasized that the knowledge that individuals have of the characteristics of a place (Alhemoud and Armstrong, 1996) affects its identity. From the management point of view, it is recommended that both image and identity should be used to develop a country brand (Dinnie, 2015), and that the identity, with the appropriate communication and positioning strategies, will be reflected in the country brand (Urde and Greyser, 2016). All of the above leads to the following hypotheses: ...
Purpose
The main objective of this study is to identify some of the variables that affect the perception of Brazil country brand, as well as the knowledge of the relationships between them.
Design/methodology/approach
The proposed model aims to find out the influence of the affective image, the cognitive image, the identity and the reputation on the country brand. Partial Least Squares (PLS) is the method used to test the proposed model.
Findings
According to the results obtained, it seems that both identity and reputation have a positive and significant effect on the country brand. On the other hand, the cognitive image is positively related to identity and the affective image, while it is surprising that the affective image itself shows no significant influence on identity.
Originality/value
The study is of particular interest to the policy makers of territories, explaining the factors they must influence in order to successfully enhance the country brand. It also contributes to theoretical development by proposing a conceptual model that highlights the importance of the cognitive image in the country brand, due to its effect on the affective image and identity.
... Srivastava and Bhatnagar (2010), Jiang and Iles (2011), Chhabra and Sharma (2014), Beck and Kenning (2015), Jain and Bhatt (2015), Carpentier et al. (2017), Saraswathy and Balakrishnan (2017), Urbancova et al. (2017), Astrachan et al. (2018), Kaur et al. (2018), andSageder et al. (2018) have taken work environment and organizational culture as predictors for employees' attraction in the employer. Martin et al. (2016), Urde and Greyser (2016) and Astrachan et al. (2018) have taken brand strength as one of the predictors to employer brand image. Kaur et al. (2018) claimed that organizational culture is critical in attracting internal customers, namely, the personnel. ...
... Astrachan et al. (2018) have taken reputation from Urde and Greyser (2016) that people's opinions, views, judgments, and mental association with the employer following employer's actions in long term. Astrachan et al. (2018) have also taken the concept of the brand from Urde and Greyser (2016) that brand is a collection of value backed by promise and their assured delivery. Astrachan et al. (2018) concluded that these four components collectively form employer branding in the jobs market. ...
... It addresses novelty through the addition of job design as the antecedent of employer branding and the double mediation through employer brand image and employees' engagement. On the basis of reviewed literature of employer brand image, employees' engagement, and talent retention, it is conceptualized that competitive compensation (Chhabra and Sharma, 2014;Carpentier et al., 2017;Sharma and Prasad, 2018;Deepa and Baral, 2019), organizational environment (Jain and Bhatt, 2015;Stokes, 2015;Saraswathy and Balakrishnan, 2017;Urbancova et al., 2017;Kaur et al., 2018;Sageder et al., 2018;Sharma and Prasad, 2018;Deepa and Baral, 2019), career progression (Barrow and Mosley, 2007;Vaiman, 2008;Minchington, 2010;Priyadarshi, 2011;Truss et al., 2012;Dessler, 2016), organization's prestige (Urde and Greyser, 2016;Carpentier et al., 2017;Saraswathy and Balakrishnan, 2017;Sharma and Prasad, 2018), and job design (Carpentier et al., 2017) have theoretical relationship with attitudinal variable employer brand image, which is theoretically linked with behavioral variable, i.e., mediator between attitude and consequence employees' engagement (Kahn, 1990;Schaufeli et al., 2002;Inceoglu and Warr, 2012;Wang, 2016;Vorina et al., 2017), which has further theoretical relationship with behavioral consequences, talent retention at will (Arasanmi and Krishna, 2019;Qureshi, 2019;West et al., 2019). Hence, the final conceptual framework is depicted in Figure 2. ...
The focus of this paper is to develop a comprehensive conceptual framework for the relationship between internal employer brand image and talent retention. An extensive and semi-systematic literature review identified a number of antecedents and consequences that have been empirically tested in various cutting-edge research studies that were conducted around the world. The existing literature is reviewed using a topical approach, and 66 research studies, most recent from various repositories, were carefully chosen and reviewed based on the criteria. Such studies have been discerned and synthesized in order to establish a complete and accurate understanding of the phenomenon. Finally, a comprehensive and relatively rich conceptual framework has been proposed for future empirical explanations in various social settings via prospective research.
... The reputational layer can be used for alignment and troubleshooting, but also for exploration of new business opportunities.The reputational layer can serve as a guide to help an executive team go through a structured set of questions about the corporate brand's stature(Figure 3.1). Each question focuses on one reputational element that mirrors an element in the identity matrix and connects with an element in the communication and positioning layer(Urde & Greyser, 2016). The brand core remains at the center. ...
... Of the various aspects that build CI, expertise and social responsibility are two dimensions that impact consumers the most (Balmer, 2017;Rowden, 2017;Balmer and Chen, 2017). While the expertise pertains to how the corporates perform with regard to understanding customer needs and developing products to suit the same, corporate social responsibility (CSR), pertains to how the company conducts itself with regard to its social obligations (Abratt and Mingione, 2017;Mohr et al., 2001) and a corporate, which manages an intelligent mix of both these aspects stands apart with a unique CI (Urde and Greyser, 2016;Balmer, 2017). Such an identity helps the consumers form favourable perceptions regarding the products that the corporate entity offers, which in turn has a positive bearing on their decision to purchase such products (Dincer and Dincer, 2017;Abratt and Mingione, 2017). ...
This study investigated the impact of product-specific features of electronic gadgets on the purchase intention of the Indian youth. The study was quantitative in nature and data was collected from 650 young electronic gadget consumers in Bengaluru, India using structured questionnaires. Descriptive statistics and structural equation modeling (SEM) were used for data analysis. Brand image, product design, and country of origin are referred to as product evaluation attributes; and corporate identity was identified as the determinants of purchase intention. Respondents were neutral regarding the role of product evaluation attributes and corporate identity in their purchases but acknowledged these factors' importance. Findings implied a positive and significant influence of product evaluation attributes on the corporate identity of companies, and purchase intention of the youth. However, corporate identity did not influence purchase intention, clearly indicating that only product-specific features, such as brand, design, and country of origin are considered when youngsters purchase gadgets.
... Srivastava and Bhatnagar (2010), Jiang and Iles (2011), Chhabra and Sharma (2014), Beck and Kenning (2015), Jain and Bhatt (2015), Carpentier et al. (2017), Saraswathy and Balakrishnan (2017), Urbancova et al. (2017), Astrachan et al. (2018), Kaur et al. (2018), andSageder et al. (2018) have taken work environment and organizational culture as predictors for employees' attraction in the employer. Martin et al. (2016), Urde and Greyser (2016) and Astrachan et al. (2018) have taken brand strength as one of the predictors to employer brand image. Kaur et al. (2018) claimed that organizational culture is critical in attracting internal customers, namely, the personnel. ...
... Astrachan et al. (2018) have taken reputation from Urde and Greyser (2016) that people's opinions, views, judgments, and mental association with the employer following employer's actions in long term. Astrachan et al. (2018) have also taken the concept of the brand from Urde and Greyser (2016) that brand is a collection of value backed by promise and their assured delivery. Astrachan et al. (2018) concluded that these four components collectively form employer branding in the jobs market. ...
... It addresses novelty through the addition of job design as the antecedent of employer branding and the double mediation through employer brand image and employees' engagement. On the basis of reviewed literature of employer brand image, employees' engagement, and talent retention, it is conceptualized that competitive compensation (Chhabra and Sharma, 2014;Carpentier et al., 2017;Sharma and Prasad, 2018;Deepa and Baral, 2019), organizational environment (Jain and Bhatt, 2015;Stokes, 2015;Saraswathy and Balakrishnan, 2017;Urbancova et al., 2017;Kaur et al., 2018;Sageder et al., 2018;Sharma and Prasad, 2018;Deepa and Baral, 2019), career progression (Barrow and Mosley, 2007;Vaiman, 2008;Minchington, 2010;Priyadarshi, 2011;Truss et al., 2012;Dessler, 2016), organization's prestige (Urde and Greyser, 2016;Carpentier et al., 2017;Saraswathy and Balakrishnan, 2017;Sharma and Prasad, 2018), and job design (Carpentier et al., 2017) have theoretical relationship with attitudinal variable employer brand image, which is theoretically linked with behavioral variable, i.e., mediator between attitude and consequence employees' engagement (Kahn, 1990;Schaufeli et al., 2002;Inceoglu and Warr, 2012;Wang, 2016;Vorina et al., 2017), which has further theoretical relationship with behavioral consequences, talent retention at will (Arasanmi and Krishna, 2019;Qureshi, 2019;West et al., 2019). Hence, the final conceptual framework is depicted in Figure 2. ...
... Considering that the attributes of the brand identity presented by the model are characterized more abstractly, detailed answers are required, which can be effectively obtained by qualitative data. Several authors have used this method to propose brand identity models for other purposes (Lourenção and Giraldi, 2017;Urde, 2013;Urde and Greyser, 2016). Figure 2 presents the methodological flowchart which shows an overview of the research process at the empirical and theoretical levels. ...
Purpose
This study aims to develop a sustainable brand identity model to help organizations align their managerial practices to sustainable development goals (SDGs) and examine its applicability for a Brazilian electrical sector company.
Design/methodology/approach
A systematic qualitative review of the literature was carried out to provide a theoretical basis for the attributes chosen to compose the sustainable brand identity management (SBIM) model. To apply the model, the authors collected the data from internal and public domain documents, semi-structured in-depth interviews and non-participant observation of the company's work environment.
Findings
The first SBIM model was developed. The Brazilian power sector company implemented sustainable actions related to most of the models' attributes, contributing to the SDGs. A research agenda was presented.
Research limitations/implications
The theoretical contribution is provided toward brand identity and sustainability literature with the sustainable brand identity model development and the conceptual explanation regarding its attributes.
Practical implications
The practical implications are provided from the model application to an electrical company leading to some managerial suggestions that might be used to companies willing to align their practices to sustainability.
Originality/value
The studies on SDG and brand identity models were analyzed in order to create the first SBIM model. This article extends the concept of the brand identity of marketing theory by linking its core to sustainability actions, so far not addressed in academic studies.
