Toward a theory of brand co-creation with implications for brand governance

Hatch, Mary Jo; Schultz, Majken

doi:10.1057/bm.2010.14

Cited by 458 publications

(433 citation statements)

References 13 publications

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“…Studies in brand co-creation (e.g. Hatch & Schultz, 2010;Payne et al, 2009;Pongsakornrungsilp & Schroeder, 2011) highlight the interactions between internal and external stakeholders. However, an understanding of how brand meaning is created, shared, and co-created among the internal stakeholders before interacting with external stakeholders is limited.…”

Section: Brand Co-creation and Internal Market In Hementioning

confidence: 99%

Internal brand co-creation: The experiential brand meaning cycle in higher education

Dean

Arroyo-Gamez

Punjaisri

et al. 2016

Journal of Business Research

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Higher education (HE) institutions need to adapt to the global environment but the complex nature of HE highlights the role of marketing and the internal market in realizing the brand identity, creating a challenge for developing a shared brand meaning. This research explores how employees co-create brand meaning through their brand experiences and social interactions with management, colleagues and customers. Using a phenomenological approach, the findings highlight that brand meaning commences from historical, superficial brand interactions. Employees then develop brand meaning further through a series of brand interactions and social interactions. Bridging the internal branding and the co-creation literature, this study conceptualizes the evolving, co-created nature of employees' brand meaning in the experiential brand meaning cycle. This study extends Iglesias and Bonet's (2012) work and illustrates the function of employees as readers and authors of brand meaning, emphasizing the crucial role of brand co-creation in guiding employees' brand promise delivery.

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Section: Brand Co-creation and Internal Market In Hementioning

confidence: 99%

Internal brand co-creation: The experiential brand meaning cycle in higher education

Dean

Arroyo-Gamez

Punjaisri

et al. 2016

Journal of Business Research

View full text Add to dashboard Cite

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“…More recently, a veritable reformation of thought has characterised the corporate brand management with the advent of the co-creation perspective (Hatch and Schultz, 2010;Juntunen, 2012;Ind et al, 2013). Seemingly, the jury is still out on the precise details, merits, practicalities and efficacy of the co-creation approach vis-à-vis corporate brands.…”

Section: Corporate Brand Management In Contention: Orthodoxy or Hetermentioning

confidence: 99%

The corporate brand and strategic direction: Senior business school managers’ cognitions of corporate brand building and management

Balmer

Wang²

2016

J Brand Manag

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This revelatory study focusses on top Financial Times (FT)-ranked British business school managers' cognitions of corporate brand building and management. The study insinuates that there is a prima facie bilateral link between corporate branding and strategic direction. The data revealed that, among this genus of business schools, corporate brand building entailed an ongoing concern along with strategic management, stakeholder management, corporate communications, service focus, leadership and commitment. These empirical findings chime with the early conceptual scholarship on corporate brand management dating back to the mid-1990s. These foundational articles stressed the multi-disciplinary and strategic nature of corporate brand management and stressed the significant role of the CEO. As such, this research adds further credence to the above in terms of best practice vis-à-vis corporate brand management. Curiously, although senior managers espouse a corporate brand orientation, corporate brand management is seemingly not accorded a similar status in the curriculum. Drawing on a general embedded case study methodological approach, data was collected from eight leading (FT-ranked) business schools in Great Britain at

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“…Although the above perspectives have informed the territory since its outset, recent work relating to brand co-creation (Hatch and Schultz, 2010), which is gaining wide currency within certain quarters, for some, appears to challenge the role of senior managers vis-à-vis corporate brand management and, seemingly, disregards the importance of an entity's corporate identity in corporate brand formation, maintenance and saliency. This, of course, is a fascinating, but for some, contentious development.…”

Section: The Role Of Leadership In Corporate Brand Managementmentioning

confidence: 99%