Challenges of corporate brand building and management in a state owned enterprise

Abstract

Purpose While there is a growing body of literature about corporate branding, studies of corporate branding in state-owned enterprises (SOEs) are limited despite the important role they play in many economies. The purpose of this paper is to explore how managers perceive the significance and challenge of corporate brand building and management within a state-owned organisation. Design/methodology/approach A qualitative and interpretative research paradigm was used in the form of a case study design. This study focusses on the South African Broadcasting Corporation where executives and managers responsible for corporate branding decisions were interviewed. Findings Findings highlight the specific purposes, decision making factors, stakeholders and brand portfolio of an SOE corporate brand. Research limitations/implications Corporate brands help build brand identity and point out that a SOEs' corporate brand identity is dual in nature. The duality of mission, stakeholders and decision making, triggers brand challenges, namely, unclear corporate identity and fragmented corporate brand strategies, which must be carefully orchestrated over time and across stakeholders. Originality/value This study highlights the issues state-run enterprises face in building and managing a corporate brand and proposes an original model for SOEs' corporate brand development process.

Internal brand management in the public sector: the effects of internal communication, organizational practices, and PSM on employees’ brand perceptions

“…Compared to the private sector, those in charge of internal brand management in the public sector face additional challenges. These include, for example, diverse internal notions concerning the values and identity of the organization (Waeraas and Solbakk 2009), distinct relationships between employees and external stakeholders (Whelan et al 2010), or contradictory demands of influential stakeholder groups (Cullinan, Abratt, and Mingione 2020). Critical studies draw attention to the fact that internal brand management might fail to empower employees to control the brand and, instead, result in an inappropriate control of employees by the organization (Alvesson and Willmott 2002;Müller 2018).…”