Performing identities: Processes of brand and stakeholder identity co-construction

Abstract

This article provides in-depth insights into the dynamic, performative co-construction of stakeholder and brand identity in the context of the LEGO brand. Based on detailed considerations of individual and social identity theory, a critique of research on brand identity, and a review of current performative approaches to branding, this study applies a performativity theory perspective. Brand performances-encompassing playing and liking, basement building and showcasing, creating and innovating, community building and facilitating, storytelling, missionizing, and marketplace developing-exhibit generic ludic, creative, economic, and socializing qualities and co-construct involved identities. The findings contribute to a dynamic view of brand identity, highlighting brand identity's performative construction alongside constructions of stakeholder identities and the strong interrelatedness of company and stakeholders as agents of brand performance.

Consumer Brand Value Co-creation Typology

“…Recent research on co-creation and branding has focused on many different topics, including the implementation of a co-creation strategy (Ind et al, 2017), social marketing (Domegan, Collins, Stead, McHugh, & Hughes, 2013), collective action (Laamanen & Skålén, 2015), cultural differences (Voyer et al, 2017), customer co-creation value (Agrawal & Rahman, 2017; Merz et al, 2018), engagement (Black & Veloutsou, 2017; Conduit & Chen, 2017), actor roles (Biraghi & Gambetti, 2017; Kumar & Rajan, 2017; von Wallpach, Hemetsberger, & Espersen, 2017; Waseem, Biggemann, & Garry, 2017), brand communities (Kornum, Gyrd-Jones, Al Zagir, & Brandis, 2017; Roncha & Radclyffe-Thomas, 2016), value creation (Echeverri & Salomonson, 2017; Flores & Vasquez-Parraga, 2015; Grönroos & Voima, 2013; Merz et al, 2018; Skålén, Pace, & Cova, 2015), the outcome of co-creation (Alves, Fernandes, & Raposo, 2016; Cossío-Silva, Revilla-Camacho, Vega-Vázquez, & Palacios-Florencio, 2016; Kennedy, 2017; Navarro, Llinares, & Garzon, 2016) and the negative side of co-creation (Daunt & Harris, 2017; Greer, 2015; Plé, 2017; Smith, 2013). However, despite this impressive research attention and the resultant rich literature base, there is still not a clear picture of the different actors involved in co-creation, and the boundary conditions that make one type of co-creation more appropriate than another.…”

Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management

“…This makes the idea of managerial control an illusion. Now, managers can only seek to influence a corporate brand’s stakeholders (Iglesias and Bonet 2012 ), which in turn makes the distinction between the internal and external locus of corporate brand building redundant (Black and Veloutsou 2017 ; von Wallpach et al 2017a , b ). Indeed, the boundaries of the organization itself become blurred as internal and external stakeholders join together in the co-creation of brand meaning (Kornberger 2010 ).…”

“…In parallel, there is a need for empirical studies with a more balanced perspective of different stakeholders (von Wallpach et al 2017a ), as most of the studies either focus on customers, or do not take into account all the relevant internal and external stakeholders (Iglesias et al 2020a ). Finally, more research is needed that adheres to a performative perspective that derives from Goffman ( 1959 , 1967 ), which suggests that if corporate brands are co-created in a continuous process, research should focus on understanding stakeholders’ performances in the co-creation of corporate brands (da Silveira et al 2013 ; von Wallpach et al 2017b ; Iglesias et al 2020a ).…”

Zara vs. Uniqlo: Leadership strategies in the competitive textile and apparel industry

“…As shown in Exhibits 4 and 7, both have the extensive sales networks and organizational capabilities needed to operate globally. Regarding corporate-specific resources, capabilities, and brand identity (von Wallpach, Hemetsberger, & Espersen, 2017;Zollo, Bettinazzi, Neumann, & Snoeren, 2016), Zara is much stronger than Uniqlo, particularly in Europe. The company has become adept at producing fast fashion aligned with local tastes.…”