Corporate identity, strategy and change

Abratt, Russell; Mingione, Michela

doi:10.1057/s41262-017-0026-8

Cited by 23 publications

(32 citation statements)

References 32 publications

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“…Accordingly, several points can be made. First, CI involves identifying what an organization stands for, understanding its central or distinctive characteristics, and communicating internal organizational attributes to a broad range of stakeholders (Schmeltz, 2014), while stressing the construct's strategic nature (Abratt and Mingione, 2017). Second, the meaning of CI has evolved from partial views of the concept (e.g., visual design) into an interdisciplinary approach in which CI has dominated the thinking of some researchers (Nguyen et al, 2016).…”

Section: The Concept Of CImentioning

confidence: 99%

Conceptualizing corporate identity in a dynamic environment

Tourky

Foroudi

Gupta

et al. 2020

QMR

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Purpose This study aims to revisits the meaning of corporate identity (CI) in practice to identify its key dimensions and the interrelationships between them and to provide insights on how to operationalize the construct. Design/methodology/approach This study is based on a comprehensive literature review and qualitative research consisting of 22 semi-structured interviews with senior managers from 11 UK-leading companies, and three in-depth interviews with corporate brand consultants who worked closely with these firms in cognate areas. Findings The study identifies the following six key dimensions of CI in the UK industry: communication, visual identity, behavior, organizational culture, stakeholder management and founder value-based leadership. Research limitations/implications The focus on UK leading companies limits the generalizability of the results. Further studies should be conducted in other sectors and country settings to examine the relationships identified in the current study. Originality/value This study identifies the salient dimensions of CI and, for the first time, the role of founder transformational leadership, employee identification and top management behavioral leadership as key dimensions and sub-dimensions of CI. The study also provides novel insights about the measurements for these dimensions. Additionally, this study introduces a model for the interrelationships between CI dimensions and their influence on corporate image, based on rigorous theoretical underpinnings, which lays the foundation for future empirical testing.

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Section: The Concept Of CImentioning

confidence: 99%

Conceptualizing corporate identity in a dynamic environment

Tourky

Foroudi

Gupta

et al. 2020

QMR

View full text Add to dashboard Cite

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“…In sum, Enron's business model, through all the steps explained in the case narrative and further highlighted in this section, can demonstrate how the behavioural strategies of the firms' top decision makers can be careless, and how markets ultimately pay considerable attention not only to how many the performances are, but also to how they are produced (e.g. Abratt & Mingione, 2017). Thus, from this perspective, Enron seems to evidence the potential risks deriving from pure short-termism in behavioural strategy -risks which, however, we cannot seemingly associate with the intrinsic validity of the shareholder value maximization as a specific approach to strategic decision making; approach which, incidentally, has been also able to provide both scholars and practitioners with many successful business examples at international level (e.g.…”

Section: Discussionmentioning

confidence: 97%

Prioritizing Short-Termism in Behavioural Strategy: Lessons from Enron – 20 Years On

Abatecola¹

2019

IJBM

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What are the risks of prioritizing short-term goals in corporate strategy against more long-term oriented (and hopefully sustainable) corporate performance? Through a qualitative case study narrative recalling some aspects of the sadly famous, but still insightful, bankruptcy of the Enron Corporation in the US (2001), this article aims at contributing to shed light on this lively research question within the international research on and practice of behavioural strategy. Given that, also currently, the seasons of corporate scandals do not seem to have ended, the main motivation behind this work is that the lessons which we could have learned after almost 20 years since the Enron seminal disaster occurred, can still probably have a value. In parallel, the main conceptual contribution offered by our case perspective is that, while the massive past and recent Enron's coverage has mostly devoted attention to the aspects of fraud and its associated business ethics, our analysis is, instead, focused on the corporate strategic orientation mainly deriving from the macho culture of the top executives. Of course, we are aware that concentrating on the latter cannot avoid acknowledging also the importance of the former. Furthermore, the case can also offer a methodological contribution; in fact, while much of the research in corporate governance has been implemented through quantitative techniques, scholars have also recently claimed that additional qualitative research is complementarily needed to reach a more exhaustive big picture on how executives behave.

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“…Outlining the relationship between corporate identity, corporate strategy and the development of an organisation's corporate brand, Abratt and Mingione (2017) set out in their commentary to broaden our understanding of corporate identity and its relationship to strategy and change. Their discussion also calls on Punctuated Equilibrium Theory to suggest a model to manage a corporate identity change process.…”

Section: Corporate Identity and Brandingmentioning

confidence: 99%

Journal of Brand Management: year end review 2017

Powell

2017

J Brand Manag

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A review and reflection on key topics plus identification of future research avenues from within the Journal of Brand Management during 2017 that included a special issue focused on the theme of (1) brand and cocreated innovation. Six additional themes within the Volume include: (2) online and digital branding, (3) luxury branding, (4) brand personality, (5) brand experience, (6) brand equity and (7) corporate identity and branding.

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Corporate identity, strategy and change

Cited by 23 publications

References 32 publications

Conceptualizing corporate identity in a dynamic environment

Conceptualizing corporate identity in a dynamic environment

Prioritizing Short-Termism in Behavioural Strategy: Lessons from Enron – 20 Years On

Journal of Brand Management: year end review 2017

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