Leveraging corporate identity in the digital age

Melewar, T.C.; Navalekar, A.C.

doi:10.1108/02634500210418518

Cited by 21 publications

(9 citation statements)

References 7 publications

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“…Indeed, the low entry barriers have made the global marketplace easier to reach for businesses (Bandyopadhyay, 2001). For example, in the past, the major barriers in the banking industry included the high infrastructure costs in order to establish geographical presence of the incumbents (Melewar and Navalekar, 2002). However, now, the new Internet banks enjoy a low cost base because they do not have to have a physical infrastructure.…”

Section: Literature Reviewmentioning

confidence: 98%

Impact of product life cycle stages on barriers to entry

Karakaya

Kerin

2007

Journal of Strategic Marketing

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This study focuses on the importance of barriers to entry in five industries and examines the impact of industry and product life cycle stages on barriers to entry. The importance of 25 barriers is measured and tested empirically. The barriers are also factor analyzed and the resulting factor scores are compared among the different industries and different stages of the product life cycle. The results show that statistically significant differences in the importance of barriers are present among the industries and product life cycle stages.

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Section: Literature Reviewmentioning

confidence: 98%

Impact of product life cycle stages on barriers to entry

Karakaya

Kerin

2007

Journal of Strategic Marketing

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“…This latest development reaffirms the link between high quality, corporate communication and the digital media (Camilleri, 2017a). Organizations including corporations as well as small businesses ought to be familiar with the digital and mobile technologies (Melewar & Navalekar, 2002). They can use them to on a day-to day basis to forge relationships with different stakeholders including employees, customers, suppliers, investors, media, regulatory authorities and the community at large (Bachmann, 2019;Costa-Sánchez & Míguez-González, 2018;Loureiro & Gomes, 2016), or during crises situations (Krishna & Vibber, 2017;Champoux et al, 2012).…”

Section: Introductionmentioning

confidence: 95%

Strategic Dialogic Communication Through Digital Media During COVID-19 Crisis

Camilleri¹

2021

Strategic Corporate Communication in the Digital Age

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Institutions and organizations are increasingly using the digital media to communicate with stakeholders on a day-today basis and during crises situations. Therefore, this chapter presents a bibliographic analysis on digital corporate communication technologies. The grounded theory's inductive approach was used to capture and interpret the findings from Scopusindexed publications. The articles were scrutinized in their entirety, including their research questions, methodologies and interpretation of the findings. Afterwards, this contribution identifies the opportunities and challenges that emerged during an unprecedented Coronavirus (COVID-19) outbreak. In conclusion, it implies that there is scope for institutions and organizations to incorporate digital and social media in their crises' communications and risk management plans. This will enable them to be in a better position to engage in credible and transparent dialogic communications with different stakeholders.

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“…There are many views within the literature as to which elements should be included in the symbolic corporate identity of an organisation (Olins, ; Dowling, ; Olins and Selame, ; Le Blanc and Nguyen, ; Gray and Balmer, ; Alessandri, ; Wilson, ; Melewar and Navalekar, ; Bezuidenhout and Van Heerden, ; Van Heerden and Badenhorst, ). The focus seems to be more on the visual elements, but the literature is not unanimous in the classification of visual and non‐visual elements.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Employees' perceptions of institutional values and employer‐employee relationships at the North‐West University

Holtzhausen

Fourie

2011

Journal of Public Affairs

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A multicultural and multilingual tertiary environment-the North-West University (NWU), with an endorsed corporate identity-had recently gone through an incorporation process (where other tertiary institutions had been merged into the main institutional structure). This created an ideal environment for an article aimed at the relationship between employees' perceptions of how effective the institution upheld its values and the continued quality of its employee relationships. The university consists of three independent campuses, each with their own corporate identity, ethos and employer-employee relationship structure. This article sets out to determine the nature of the NWU's employer-employee relationships and employees' perceptions of the institution's newly established corporate identity. Furthermore, values, integrity, commitment, accountability and respect were only recently established and are currently in a process of being incorporated as institutional philosophy drivers into the corporate identity of the NWU. Against this background, the following research question is asked: what is the relationship between NWU employees' perceptions of the institution's values and employer-employee relationships? The article indicates that there is a connection between the do-value, integrity and the establishment of a communal relationship between the institution and its employees. identity elements influence the relationship towards the direction of a communal relationship. 250 L. Holtzhausen and L. Fourie Correlations (r) ≥ 0.3 are considered to have a medium effect and ≥0.5 are considered to have a large effect (Steyn, 2005).Values and relationship management 251

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Leveraging corporate identity in the digital age

Cited by 21 publications

References 7 publications

Impact of product life cycle stages on barriers to entry

Impact of product life cycle stages on barriers to entry

Strategic Dialogic Communication Through Digital Media During COVID-19 Crisis

Employees' perceptions of institutional values and employer‐employee relationships at the North‐West University

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