The Corporate Identity Management Process Revisited

Bick, Geoff; Jacobson, Marciene C.; Abratt, Russell

doi:10.1080/0267257x.2003.9728239

Cited by 79 publications

(59 citation statements)

References 27 publications

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“…Even though the CSR and corporate identity concepts have been much debated, little attention has been given to the relation between the formulated ideals and the enacted practices (Morsing and Schultz, 2006). In addition to this, there is a paucity of empirical research that examines organizations' actions to manage corporate identity and CSR (Bick et al, 2003;Cornelissen and Harris, 2001).…”

Section: The Dynamics Of Collective Identifi Cationmentioning

confidence: 99%

“…I N THE LAST 20 YEARS AN INCREASING NUMBER OF RESEARCHERS HAS PAID ATTENTION TO CORPORATE IDENTITY management as a source of competitive advantage (Bick et al, 2003), and corporate social responsibility (CSR) policies have often been introduced to create shared organizational values in the making of a general organizational identity. This has been done because CSR initiatives are likely to evoke strong and often positive reactions among employees, costumers and other external stakeholders (Morsing and Schultz, 2006).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Collective ideals and practices in sustainable development: managing corporate identity

Lauring¹,

Thomsen²

2008

Corp Soc Responsibility Env

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When implementing corporate identity initiatives, CSR values are often formally distributed throughout the organization. This is done to coordinate the actions of organizational members to meet demands of social responsibility among stakeholders. However, inconsistencies between ideals and practices can often be observed. Based on an ethnographic study of the implementation of equal opportunity policies in a Danish organization, this article argues that identity making is a socially negotiated process. Consequently, policy interpretations may be guided by different incentives in the different local settings. We suggest that policies should be developed in close interaction with the different organizational members in order to facilitate CSR identity making at a local level.

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Section: The Dynamics Of Collective Identifi Cationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Collective ideals and practices in sustainable development: managing corporate identity

Lauring¹,

Thomsen²

2008

Corp Soc Responsibility Env

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“…The corporate identity literature has long noted the importance of corporate identity management and the important role of senior managers (Balmer 1998(Balmer , 2009aBick et al 2003;Bartholmé & Melewar, 2009. Recently, marketing scholars have stressed the importance of management cognitions and self-understanding for corporate identity management and implementation (He & Balmer, 2007, 2013He, 2012).…”

Section: The Management Of Corporate Heritage and Corporate Heritage mentioning

confidence: 99%

“…An unabated interest in corporate identities has characterized the corporate marketing domain since the mid-1990s (see for example Balmer, 1998Balmer, , 2001Balmer, , 2008Balmer, , 2011cMelewar & Saunders, 2000;Melewar, 2003;Bick, Jacobson & Abratt, 2003;Suvatjis & de Chernatony, 2005;Melewar, Karaosmanoglu & Paterson, 2005;Melewar, & Karaosmanoglu, 2006;Powell, 2011;Leitch & Davenport, 2011;Abratt & Kleyn, 2012).…”

Section: Introductionmentioning

confidence: 99%

Corporate heritage identity management and the multi-modal implementation of a corporate heritage identity

Burghausen

Balmer

2014

Journal of Business Research

109

122

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AcknowledgementsThe authors wish to thank the anonymous reviewers for their very helpful comments and acknowledge the insightful observations made by past and current faculty members of the Center for Research in Marketing at Brunel Business School (Brunel University London, UK) which helped in shaping earlier drafts of the paper. In particular, we are indebted to Philippa Mulberry for proofreading the final draft. In, addition we wish to thank the editors of the journal and the guest editors for their encouragement and support. Thanks are also due to the management and staff of Shepherd Neame for their time and insights and Brunel Business School for funding the doctoral studies of one of the authors. Summary statement of contributionThis study advances the nascent area of corporate heritage identity management by providing empirical and theoretical insight into the salience and strategic relevance of corporate heritage identity as a resource for corporate marketing. The article provides a normative framework of 3 actionable categories of activities related to the management and implementation of substantive corporate heritage identity dimensions.

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“…Likewise, Post and Griffin (1997) viewed corporate reputation as a "synthesis of the opinions, perceptions and attitudes of an organization's stakeholders" (p.156). To Bick et al (2003) corporate reputation represents "the general view of the company" (p. 853) "the external stakeholders' perception about an organization" (Davis & Miles, 1998;Hatchel & Schulz, 2000), "a reflection of stakeholders' views about an organization overtime" (Saxton, 1998), the "lasting perception held of an organization by an individual group or network that forms a collective system of beliefs and opinions that influence people's actions with regard to an organization" (Banter, 2000), "an overall evaluation of the extent to which a firm is substantially 'good' or 'bad'" (Keh&Yie, 2009).…”

Section: Concept Of Corporate Reputationmentioning

confidence: 99%

The Corporate Reputation of Islamic Banks: A Measurement Scale

Almahy

Al-Sahn²,

Beloucif³

2014

IJMS

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During the last few years, the concept of corporate reputation has received considerable attention from marketing academics and practitioners alike. This is not surprising in view of the concept enormous practical implications. Suffice it to say, that the market value of a modern company lies mainly in its intangibles assets. Corporate reputation embodies all of the intangible capital that a company may have. The current study describes an attempt to develop and validate a scale to measure the corporate reputation of Islamic banks. The operational definition of the construct draws mainly on its attitudinal and perceptual nature. To tap into the different dimensions of the target domain, an initial item pool of 42 statements was developed following a comprehensive review of related literature. Successive stages of revision, editing, rewriting and face and content validity reduced the initial item pool to 29 statements. These were put to a convenient sample of 150 bank customers in the Kingdom of Bahrain. The resultant data set was factor analyzed. A Principal Component Analysis extraction method suggested a two factor solution. Between them,the two factors explained 55% of the total variance in the factor model. Items that loaded poorly on any of the two components were eliminated from the analysis. 17 items made up the final version of the scale. The Cronbach alpha coefficients revealed that the two subscales and the overall scale were reliable. The inter-item correlation coefficients, the variance extracted, the factor communalities, and the Cronbach alpha coefficients do all point to the validity of the construct: that all the items in the scale seem to measure an underlying theme, in this case the corporate reputation of Islamic banks.

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The Corporate Identity Management Process Revisited

Cited by 79 publications

References 27 publications

Collective ideals and practices in sustainable development: managing corporate identity

Collective ideals and practices in sustainable development: managing corporate identity

Corporate heritage identity management and the multi-modal implementation of a corporate heritage identity

The Corporate Reputation of Islamic Banks: A Measurement Scale

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