The role of corporate identity management in the higher education sector: an exploratory case study

Melewar, T.C.; Foroudi, Pantea; Dinnie, Keith; Nguyen, Bang

doi:10.1080/13527266.2017.1414073

Cited by 47 publications

(69 citation statements)

References 44 publications

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“…Based on the findings, VI includes CVIS, applications of CVIS and consistency among visual representations. This extends current CI frameworks and taxonomies (e.g., Melewar, 2003;Melewar et al, 2018) by including consistency as a subdimension of VI. Also, the findings provide insights on how to measure this dimension by conceptualizing VI from both the design and operational levels, where the former emphasizes the functionality and effectiveness of specific elements of visual identity, considering such visual expressions as a means to an end.…”

Section: Discussionmentioning

confidence: 72%

“…3) The role of culture is explained as a dimension of corporate identity and values are highlighted as the only key sub-dimension, thus challenging previous studies (e.g., Melewar, 2003;Melewar et al, 2018) which consider mission, philosophy, founder, country of origin, and history to be sub-dimensions of culture. 4) Mission statement, founder, history, and country of origin (COO) are identified as dimensions in their own right while history and COO are no longer considered to be key dimensions of CI for some companies.…”

Section: Introductionmentioning

confidence: 94%

“…Collectively, the corporate logo, name, typeface, architecture, and other elements noted by some interviewees (e.g. employees' uniform) were typically considered components of the firm's visual identity, over the long term, and with the consistent presence, the firm's visual identity is argued to affect the public's perception of the firm (Melewar et al, 2018). External communication is considered of particular importance as it forms the nexus between an organization's CI and the desirable strategic objective of acquiring a favorable corporate image (Balmer and Gray, 2000).…”

Section: <<>>mentioning

confidence: 99%

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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: Discussionmentioning

confidence: 72%

Section: Introductionmentioning

confidence: 94%

Section: <<>>mentioning

confidence: 99%

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Conceptualizing corporate identity in a dynamic environment

Tourky

Foroudi

Gupta

et al. 2020

QMR

Self Cite

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“…In the exploration of both the consequences of brand ambidexterity orientations as well as the mediating processes that account for some of the consequences' effects, the study focuses on the link between ambidexterity and brand performance, brand image, reputation, and commitment, which are considered key outcomes of any university branding strategy (Hankinson, 2012;Melewar & Akel, 2005). The research is conducted in the context of students' decisions on their postgraduate studies, since the examination of brand ambidexterity in relation to brand image, reputation, and commitment in particular, each influence the students in deciding on their subsequent studies.…”

Section: Introductionmentioning

confidence: 99%

Brand ambidexterity and commitment in higher education: An exploratory study

Nguyen

Melewar

et al. 2016

Journal of Business Research

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The study investigates a university's brand ambidexterity strategy and its effects on brand image, reputation, and commitment in higher education. A research model integrates the determinants of university-specific brand performance and proposes that commitment toward a particular university is influenced by (a) brand ambidexterity, that is, exploratory and exploitative orientations, and (b) student level responses, these being the students' perceptions with brand image and reputation leading to increased commitment with the university. Findings suggest that when students choose to commit for the study of a postgraduate degree, a variety of factors influence their decision, of which the brand performance and brand image constructs play major roles; interestingly, brand reputation is less important. The framework helps university managers in designing appropriate strategies to influence students' commitment toward the university to, for example, continue their postgraduate studies. Implications exist for broader brand management and customer management approaches that include up and cross-selling schemes

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“…The former contend that marketisation provides an appropriate platform for universities to engage with university audiences (Carvalho and Mota, 2010;Ng and Forbes, 2009), while the latter claim the resulting commoditisation of education results in an instrumental view of education (Gibbs, 2002 andMolesworth, Nixon and Scullion, 2009). This study does not address this debate and accepts the adoption of commercial practices by UK universities (Brookes, 2003;Chapleo, 2010a;Curtis et al, 2009;Melewar and Akel, 2005;Waeraas and Solbakk, 2009). The research focuses on branding as a strategy to create competitive advantage and manage the global and governmental challenges facing the UK higher education (HE) sector (Hemsley-Brown and Goonawardana, 2007;Pinar, Trapp, Girard and Boyt, 2011).…”

Section: Introductionmentioning

confidence: 99%

The added value of brand alliances in higher education

Kalafatis

Ledden

Riley

et al. 2016

Journal of Business Research

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This study examines perceptions of brand alliances, in the form of dual degrees, between UK universities. Signalling theory and attitude accessibility are applied to test for evidence of added value of dual degrees bearing the names of two universities compared to single degrees. The results support the main hypothesis that perceptions of added value of a dual degree initiated by a high (low) ranked context university decline (increase) in line with the ranking of a lower (higher) rank partner university. The findings reveal interaction effects between the rank position of the initiating university and the evaluation criteria. Name-order effects explain the higher perceived value of a dual degree between high-and-low ranked universities compared to a dual degree between low-andhigh ranked universities. In addition to being the first study to examine brand alliances in the UK HE domain, the study makes a number of contributions to the general brand alliance literature and provides managerial guidelines.

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The role of corporate identity management in the higher education sector: an exploratory case study

Cited by 47 publications

References 44 publications

Conceptualizing corporate identity in a dynamic environment

Conceptualizing corporate identity in a dynamic environment

Brand ambidexterity and commitment in higher education: An exploratory study

The added value of brand alliances in higher education

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