Taking Up the Challenge of Corporate Branding: An Integrative Framework

Roeck, Kenneth De; Maon, François; Lejeune, Christophe

doi:10.1111/emre.12010

Cited by 30 publications

(27 citation statements)

References 70 publications

(158 reference statements)

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“…Interviewees described culture as organizationally shared values, beliefs, and behavior that stem from CI and shape how firms conduct their business. In this sense, culture was considered fundamental and distinctive in relation to organizational character (De Roeck et al, 2013;De Roeck and Maon, 2016;Nguyen et al, 2016). Most interviewees were able to define the characteristics of their specific corporate culture.…”

Section: Culturementioning

confidence: 99%

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: Culturementioning

confidence: 99%

Conceptualizing corporate identity in a dynamic environment

Tourky

Foroudi

Gupta

et al. 2020

QMR

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“…In general, corpcomsowing to the strategic use of corporate brands -aims to present, augment, improve, or, in some cases, stabilise a company's overall image and reputation (Melewar and Jenkins, 2002). Moreover, corporate communications goals are designed for the long-term success of a company and may have little to do with shorter-term or annual tactics such as marketing communications (De Pelsmacker et al, 2007;Kitchen and Schultz, 2001;De Roeck et al, 2013). Table 1 demonstrates relationships and arrangements between the two communication typologies.…”

Section: "That Set Of Activities Involved In Managing and Orchestratimentioning

confidence: 99%

Developing corporate communications: insights from the Italian scenario

Palazzo

Foroudi

Kitchen

et al. 2020

QMR

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Purpose Based on the managerial perceptions from large firms, this paper aims to explore the emergence, growth and importance of corporate communications and how it is evolving and creating competitive advantage for Italian firms. Design/methodology/approach A qualitative approach is deployed, comprising in-depth interviews with senior managers from Italian corporations from a broad spectrum of industries, including: energy, telecommunications, automotive, transport, retail chain, appliances, technology and engineering, private shipping, government-owned holdings, marketing consultancy and construction. Findings The paper offers insight into corporate communications (corpcoms) practices in the sampled companies. The paper shows that corpcoms involves a complex range of activities leading to performance – managed and implemented under CEO direction. Practical implications Corpcoms is perceived as a strategic concept with effective application relative to managing corporate image and reputation. The findings offer insights for communication professionals who deal with corpcoms, branding and marketing communications. Originality/value Corpcoms can be viewed via the lens of social actors’ perspectives, i.e. via practitioners – including brand managers and senior executives, as they possess practical knowledge of business practice in specific contextual business settings and have the managerial ability and remit to design, implement and evaluate integrated corpcoms.

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“…In a similar vein it has been argued that employing people with desirable soft skills or embodied ‘dispositions’ (Bourdieu, ), such as language, dress code, manner, style, shape and size of the body, are significant in achieving excellent customer service (Eustace, ; Macdonald and Merrill, ; McDowell, ). This is considered to be a particularly important feature in the hospitality sector, where workers are a part of the company brand and customer engagement with frontline service workers is often over a prolonged interlude (De Roeck et al ., ; Nickson, ; Sherman, ).…”

Section: Recruiting the Ideal Front Line Service Workermentioning

confidence: 99%

A neglected pool of labour? Frontline service work and hotel recruitment in Glasgow

Bolton

Laaser

McGuire

et al. 2018

European Management Review

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The paper presented considers soft skills in the hospitality sector and explores how managers in four hotels in Glasgow, Scotland enact recruitment and selection processes. Empirically, the analysis is based on a rich cross case comparison including interviews, observations, attendance at training events and analysis of hotels' recruitment and selection policies. Conceptually, the analysis draws on the work of Pierre Bourdieu and Andrew Sayer, portraying an understanding of social class as a social, economic, and cultural category and people's agency as shaped by their habitus and lay normativity. Crucially, the paper reveals the pivotal role individual managers play in enabling and constraining opportunities for employment in the enactment of hotel recruitment policy and engagement with job applicants and new recruits. Overall, the analysis suggests that, despite many deterministic analyses of class, an organization's recruitment, learning and development strategies, plus management's commitment to make a difference, can positively impact on those who might otherwise be part of a neglected pool of labour.

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Taking Up the Challenge of Corporate Branding: An Integrative Framework

Cited by 30 publications

References 70 publications

Conceptualizing corporate identity in a dynamic environment

Conceptualizing corporate identity in a dynamic environment

Developing corporate communications: insights from the Italian scenario

A neglected pool of labour? Frontline service work and hotel recruitment in Glasgow

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