Branding without Unique Brands: Managing similarity and difference in a public sector context

Sataøen, Hogne Lerøy; Wæraas, Arild

doi:10.1080/14719037.2013.841976

Cited by 35 publications

(36 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Compared to the private sector, in the public sector, there remain stronger expectations of similarity in values, services and quality, as well as solidarity between organisations (Waeraas and Byrkjeflot 2012). Thus, it seems that the art is in balancing between securing legitimacy and building reputation (Sataøen and Waeraas 2015). As a result of this, reputation management in a public hospital or university does not mean the same as reputation management in a commercial bank, for example (Waeraas and Sataøen 2014).…”

Section: Reputation and Its Management In The Public Sectormentioning

confidence: 99%

Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

Kuoppakangas

Suomi

Stenvall

et al. 2019

Int Rev Public Nonprofit Mark

View full text Add to dashboard Cite

The extant literature has identified five problems related to public sector organisations and their reputation management: politics, consistency, charisma, uniqueness and excellence. This study examines whether and how the problems of reputation management occur in public higher education by collecting qualitative data from 40 interviews. The study sheds light on the perceptions of a group that has been largely neglected in previous studies: namely, doctorates who have exited academia, or ex-academics. In addition to ex-academics, interviewees also included their employers and university leadership. The analysis follows a thematic qualitative approach with an abductive logic. The study provides empirical evidence of the content of the problems in higher education and discusses recent related transformations in higher education. The findings show that, in terms of reputation management, the most challenging matters appear to be knowledge transfer and the applicability of research to practice. These challenges are cross-cutting and apparent from different angles across all five problems of reputation management. This study contributes to the academic literature on reputation management in the public sector by applying prior conceptual categorizations and employing a comprehensive set of empirical data with a fresh perspective. The study presents implications for higher education policy makers and managers and emphasises the need for university management to minimise the duality between different types of workers, as this duality threatens university reputations in general and consistency in particular.

show abstract

Section: Reputation and Its Management In The Public Sectormentioning

confidence: 99%

Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

Kuoppakangas

Suomi

Stenvall

et al. 2019

Int Rev Public Nonprofit Mark

View full text Add to dashboard Cite

show abstract

“…Even more, when HEIs are public institutions, it could be argued that institutional pressures are more powerful than competitive pressures (cf. Sataoen & Waeraas, 2014).…”

Section: Introductionmentioning

confidence: 95%

Branding of Flemish higher education institutions: a strategic balance perspective

Mampaey

Huisman²,

Seeber³

2015

Higher Education Research & Development

View full text Add to dashboard Cite

Branding of higher education institutions (HEIs) is an expanding area of research. The existing literature mainly draws on the strategic management perspective that argues that HEIs are pressured to develop brands which differentiate them from their competitors. Past studies, however, do insufficiently take into account that most HEIs are positioned in systems that contain both competitive pressures (to differentiate) and institutional pressures (to meet taken-for-granted expectations), where neither of the pressures is clearly dominant. Our multiple case study of the five Flemish universities finds that branding can simultaneously address competitive and institutional pressures and that the universities studied combine aspects of distinctiveness with elements of similarity

show abstract

“…This is despite the judicial definition of a municipality as "a town or district that has local government" (Oxford Dictionaries, 2014). We also develop our argument from numerous studies that highlight how branding as well as marketing techniques are applied to organizational, services, and policy areas in the public sector branding, marketing, and reputation management literatures (Carpenter, 2010;Evans and Hastings, 2008;Lees-Marshment, 2004Sataøen and Waeraas, 2013;Whelan et al, 2010). In other words, a municipality is more than a place, and it cannot be assumed that place branding is the only relevant strategy.…”

Section: Theoretical Observationsmentioning

confidence: 99%

Place, Organization, Democracy: Three Strategies For Municipal Branding

Wæraas

Bjørnå

Moldenæs

2014

Public Management Review

Self Cite

View full text Add to dashboard Cite

Branding without Unique Brands: Managing similarity and difference in a public sector context

Cited by 35 publications

References 20 publications

Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

Branding of Flemish higher education institutions: a strategic balance perspective

Place, Organization, Democracy: Three Strategies For Municipal Branding

Contact Info

Product

Resources

About