2001
DOI: 10.1108/eum0000000006146
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Modeling corporate identity: a concept explication and theoretical explanation

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Cited by 164 publications
(39 citation statements)
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“…In this model, the feedback (communicative) mechanism to ensure deep management involvement is more inclusive of all the encompassing elements. (Stuart, 1999) The framework proposed by Alessandri (2001) appears generically similar to those proposed by Stuart (1999) and Markwick & Fill (1997) from corporate identity to corporate reputation. The point of difference however, is found in the antecedents of corporate identity which Alessandri conceived as being informed by the corporate mission -driven through corporate behaviour and symbolic representation; whereas, van Riel & Balmer (1997) and Stuart (1999) argue from the perspective of corporate strategy.…”
Section: Journal Of Management Researchmentioning
confidence: 74%
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“…In this model, the feedback (communicative) mechanism to ensure deep management involvement is more inclusive of all the encompassing elements. (Stuart, 1999) The framework proposed by Alessandri (2001) appears generically similar to those proposed by Stuart (1999) and Markwick & Fill (1997) from corporate identity to corporate reputation. The point of difference however, is found in the antecedents of corporate identity which Alessandri conceived as being informed by the corporate mission -driven through corporate behaviour and symbolic representation; whereas, van Riel & Balmer (1997) and Stuart (1999) argue from the perspective of corporate strategy.…”
Section: Journal Of Management Researchmentioning
confidence: 74%
“…Incorporating "corporate mission", therefore adheres to Balmer's (1995) conceptualization. Alessandri's (2001) model also clearly differentiates what is implicit in the earlier models (the firm's construction of itself versus how it is perceived by its intending stakeholders) and relies on theories in psychology as a way of explaining how the process of conditioning builds desired perceptions in the mind of key stakeholders. This however, is built from low-involvement (i.e.…”
Section: Journal Of Management Researchmentioning
confidence: 99%
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