A Holistic Corporate Identity Communications Process

Anti-bribery disclosures: A response to networked governance

“…Similarly, in business, the media in its variety of forms (business press, web and visual medium) has a marked influence on establishing and influencing the corporate image (Carroll & McCombs, 2003), agenda (Grafstrom & Windell, 2011) and practices (Mazza & Alvarez, 2000). To the extent that the media can influence a corporation's reputation and its public image as a responsible corporate citizen, the media plays a significant role in the way in which stakeholders interact with corporate activities (Otubanjo & Amujo, 2012). The media-agenda setting effect on corporate agendas is especially strong for issues where the proximity between the company and its stakeholders is distant and the media serves as a primary source of communication (Aerts & Cormier, 2009).…”

Defining and delimiting the scope of the Corporate Identity construct

“…These authors also identify a gap in the reputation literature with regard to SMEs where 'the owner-manager usually holds a key or unifying position in relation to the firm's reputation' (Lähdesmäki & Siltaoja, 2010, p209). However, whereas Otubanjo and Amujo (2012) propose that a deliberate attempt at creating a strong and positive CI is indeed undertaken by most firms, whether global, regional, national, or local, for many SMEs 'deliberate and coherent brand and reputation building strategies are regarded as something that is beyond available resources to implement' (Abimbola & Kocak, 2007, p425). Furthermore, although CI is often proposed to be particularly created through branding, Cornelissen et al (2007) believe that the concepts of OI and CI are becoming much less distinguishable.…”

“…Thus an organisation's members can be seen to be identifying with the organisation's identity, whereas those who were outside of an organisation would be identifying (or otherwise) with its reputation (Elsbach & Bhattacharya, 2001), which also can be perceived as having a functional dimension (Otabanjo & Chen, 2013). Otubanjo and Amujo (2012) consider that CI encompasses the way the organisation's personality is appraised, conceptualised, and communicated to its stakeholders. Similar to many other discussions of CI within the marketing literature, these authors locate CI within the realm of promotion and communication, the way an organisations presents itself from the inside-out for the purposes of, for example: Differentiating an organisation from its competitors in an increasingly competitive global business environment; re-conceptualising the organisation following business consolidation; attracting customers and investors; increasing sales; and creating a favourable image among stakeholders, and when entering new markets.…”

“…Whereas informal CI is created not through a planned process by the organisation, but rather through the behaviours of the organisation's employees, particularly those in customer-facing roles in service organisations, and this may misalign with the CI intended to be communicated by the organisation (Otubanjo and Amujo, 2012).…”

Culture Identity in Intercultural Business Communications

“…Otubanjo and Amujo suggested that employees' behaviors, which are hardly planned, represent an organization's mainly corporate identity (405 11] ). The people who involved in business communications represent their company, so their behaviors will influence others' impression of the company.…”