In the field of corporate rebranding, which is an emerging area of research, the literature consists largely of descriptive case studies that are scattered across diverse contexts. These studies take divergent theoretical perspectives that often inform only aspects of rebranding, leaving researchers and managers without a comprehensive understanding of the corporate rebranding process. In adopting a holistic theory of corporate rebranding to organize a review of the literature, this study aims to present an integrated review of the major enablers and barriers to corporate rebranding, with special attention to contextual factors. Through an examination of 76 cases in 61 articles, the paper contributes a new general model of corporate rebranding. Unlike previous models of corporate rebranding, the new model incorporates both single‐ and multi‐phase enablers and barriers. Critical to successful corporate rebranding are the identification and application of six major enablers, including strong rebranding leadership and coordination among multiple functions and stakeholder groups. The new model suggests directions for future research, and the paper discusses how managers can use the model to inform rebranding practice and improve corporate rebranding outcomes.

PurposeThe study extends customer-led co-creation research to the related staff-led value co-creation domain. In particular, the purpose of the study is to investigate the role of staff engagement as a facilitator of staff-led value co-creation. Design/ Methodology/ ApproachA new conceptual framework develops a model of staff-led value-creation, using three types of staff-led co-creation. A quantitative approach is used. Survey collection yielded a sample of 1165 employees in an Australian not-for-profit context across nineteen organizations. AMOS SEM (Structural Equation Modelling) analyzes the data. FindingsA major finding is the nexus between staff engagement and staff-led value co-creation. The nexus applies for three types of staff-led co-creation and three staff categories. Different explanatory mechanisms apply to each type of staff-led value co-creation. Research limitations/ ImplicationsThe not-for-profit context may not generalize to the for-profit sector, but future research could clarify this matter. Practical ImplicationsThe results can inform organizations wishing to create greater service contributions through greater staff participation, which can include a staff-initiating (staff-led) role. Different value co-creation targets require different corporate triggers, reflecting the different explanatory mechanisms of each co-creation type. Social ImplicationsThe not-for-profit context provides major social implications.

Purpose -The paper seeks to provide a framework identifying key attributes that business marketers can use to build a strong brand identity. Design/methodology/approach -The article is theoretical with case examples. Findings -Drawing upon the business marketing offer, five potential strategies for building brands in business markets are outlined. Practical implications -The paper identifies a contingent approach to brand identity in business markets. Originality/value -This is the first paper to identify a relationship between positioning, the buying process and brand identity in business markets.

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Purpose The purpose of this paper is to better understand the voice of the internal stakeholder in a way that emphasizes the internal stakeholder as an active force and decision maker in brand co-creation, as part of the new emerging paradigm of internal branding. The main aim is to understand the active role of volunteers in internal branding that is in the co-creation of value. A subsidiary aim is to understand why some volunteers engage deeply and seriously in a nonprofit organization while other volunteers seem less connected? Design/methodology/approach A conceptual framework incorporates several motivators to volunteer-led co-creation. A quantitative, co-variance-based structural equation modelling approach is used on survey data of a sample of 357 volunteers from 14 organizations in the Australian nonprofit sector. Findings The research findings contribute to the newly emerging internal branding literature focusing on the active co-creation role of internal stakeholders. The main drivers of volunteer co-creation are volunteer engagement, commitment, altruism, values-congruency and brand reputation. Different explanatory mechanisms/motivators apply to each type of volunteer-led co-creation. In a major initiative, the paper demonstrates linkages across the different types of co-creation, with a foundation/pivotal role for one particular type of co-creation, namely, enhanced client-based solutions. Research limitations/implications The research is restricted to the public sector and further research is needed to test applicability to the private sector. Future studies could continue the initiative in the current study to explore the linkages across co-creation types. Practical implications Implications depend on which type of co-creation is targeted. Enhancing client-based solutions co-creation requires a very strong role for engaged volunteers. Innovation co-creation requires both engaged volunteers and a propensity to co-create by enhancing client-based solutions. Brand advocacy co-creation is driven by volunteer commitment, altruism and a propensity to co-create innovation. Social implications A non-profit context ensures major social implications. Originality/value The study operationalizes the Saleem and Iglesias (2016) new internal branding paradigm framework by demonstrating that brands are built organically by interacting and engaging with internal stakeholders (volunteers in this instance), which, in turn, inter alia, motivates co-creation by such internal stakeholders.

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The focus of the paper is on better understanding volunteer retention. A broad-based survey of fourteen Australian nonprofit organizations develops an expanded quantitative model of volunteer retention by adding two new antecedents: values-congruency and altruistic motives to previous modelling. The study generates a more comprehensive set of rankings of volunteer retention motives, with altruism receiving top ranking. Using exploratory factor analysis, the study develops a new three-item perspective of altruism, combining helping, service and the cause. A new fourphase framework of the volunteer lifecycle is also developed. Investigating changes in retention motives over the life cycle reveals a major and unexpected finding, that the altruistic motive may actually become more important as volunteers move through the lifecycle.

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