...What is ”Corporate Image” and “Corporate Identity” – and why do people talk so much about it? Dominique Bouchet Professor, Department of Marketing University of Southern Denmark, Campusvej 55, DK-5230 Odense M, Denmark www.bouchet.dk – dom@sam.sdu.dk – Fax: + (45) 65 33 19 13 Image, identity and culture are concepts occupying the minds of companies and organizations of our time, because things must be connected in a world where every institution’s or person’s role and place are renegotiated almost everyday. Companies’ increasing concern about their image, identity and culture must be seen in relation to a number of changes that influence their roles and opportunities. Today, the information we receive is no longer scarce; actually the amount of information is drowning us. This abundance has created much confusion. Demand and supply for information are disoriented and, thus, become increasingly dependent on the guidelines and criteria for sorting information in order to reduce confusion. Orientation is less and less a matter of gathering information and more and more a matter of sorting and connecting. The company’s consumers, stakeholders and employees are all influenced by this development. Further, more and more people are now concerned about things other than material goods. For example, what we eat and how we should handle waste have become central issues for consumers and employees. The ecological concern and political consumption make the...
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...1367-8868 (Print) 1469-8374 (Online) Journal homepage: http://www.tandfonline.com/loi/rhrd20 Connection, value, and growth: how employees with different national identities experience a geocentric organizational culture of a global corporation Maria S. Plakhotnik, Tonette S. Rocco, Joshua C. Collins & Hilary Landorf To cite this article: Maria S. Plakhotnik, Tonette S. Rocco, Joshua C. Collins & Hilary Landorf (2015) Connection, value, and growth: how employees with different national identities experience a geocentric organizational culture of a global corporation, Human Resource Development International, 18:1, 39-57, DOI: 10.1080/13678868.2014.979009 To link to this article: http://dx.doi.org/10.1080/13678868.2014.979009 Published online: 11 Dec 2014. Submit your article to this journal Article views: 288 View related articles View Crossmark data Full Terms & Conditions of access and use can be found at http://www.tandfonline.com/action/journalInformation?journalCode=rhrd20 Download by: [University of Exeter] Date: 12 December 2015, At: 14:41 Human Resource Development International, 2015 Vol. 18, No. 1, 39–57, http://dx.doi.org/10.1080/13678868.2014.979009 Connection, value, and growth: how employees with different national identities experience a geocentric organizational culture of a global corporation Maria S. Plakhotnika, Tonette S. Roccob*, Joshua C. Collinsb and Hilary Landorf c School of Social Sciences and the Humanities, National...
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...behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels of analysis, and the relationship between organizational culture and performance. Interest in corporate identity is relatively recent, and is mainly driven by marketing and strategic management considerations. More psychological approaches to the analysis of corporate identity include an interest in how corporate identity is reflected in the identity and self-esteem of employees, and...
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...behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels of analysis, and the relationship between organizational culture and performance. Interest in corporate identity is relatively recent, and is mainly driven by marketing and strategic management considerations. More psychological approaches to the analysis of corporate identity include an interest in how corporate identity is reflected in the identity and self-esteem of employees, and...
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...INTRODUCTION: An identity of a corporation is a complex thing to understand, and established. There is still a general lack of consistency when these terms are adopted to theoretical models or applied in Practice (Lars Thuger Christensen, Suren Askegaard 1999), in this essay the author has tried to review the literature of scholars of corporate identity to bring the whole concept in a nutshell. This essay consists of two parts (a) and (b), in (a) author has tried to look into the notion of identity based view of corporation by exploring well known literature in order to assess how concept of identity serves organizations, how it helps in defining identity of corporation, the difference between the two, what are Balmer’s “Business identities”?, multiple identities of any corporate entity, inward and outward bound identities of corporation, also author tried to look into Balmer’s corporate identity Quindrivium which is for author of this essay is like a breakthrough in understanding the concept of identity based view of corporation, this part shows that identity of corporation is combination of multiple identities which needs to stay aligned to build positive corporate identity. In (b) the author tries to link the concept of corporate identity with another element of corporate level marketing(Balmer, J.M.T and Edmond Gray 2003), that is “corporate branding”, and tried to look into concepts like what is corporate branding ?, relation between corporate identity and corporate branding...
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...behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels of analysis, and the relationship between organizational culture and performance. Interest in corporate identity is relatively recent, and is mainly driven by marketing and strategic management considerations. More psychological approaches to the analysis of corporate identity include an interest in how corporate identity is reflected in the identity and self-esteem of employees, and the implications of this for...
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...Organizational Culture is often interlinked with norms, shared beliefs, values and knowledge among cultural members. It could also be considered as a distributed phenomenon where they unite and hold a collective identity. Besides agreeing on the same things, they have to depend on their differences by accommodating one another as well. A subculture is a group of employees within the organization that differentiates itself from the larger group based on either similarity or familiarity. Basing on similarity are shared professionals, ethnic, race, gender or occupational and familiarity are how they interact and by sharing a space in the same place. An alternative of subculture is the corporate subculture which represents the dominant top-level management and together with orthogonal and counterculture. While the former remained away from them, the latter would challenge the norms and expectations from the dominant culture. However, it is not entirely negative as it depends on how they utilise their influences. Nonetheless, subculture may impede the body and restrict communication of the organization, an issue named silos. It implies the employees in the strong organization subcultures being uncooperative and will lead to unproductivity. In order for managers to change their organization culture, first of all, they need to understand what kind of culture their companies are currently adopting and in which direction they would want to lead them to. Essentially, with a strong culture, an...
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...constantly explore new ways to be profitable. One of the methods organizations are using to do that is to merge with other organizations that do comparative work. Some even feel that “a combination of key forces and factors, intensified by passage of federal healthcare reform legislation in 2010, makes it likely that the next few years will be a major period of consolidation” (Zuckerman, A.M., 2011). Such mergers can be successful if the differences between the organizations are overcome and the companies blend their cultures. To do this, higher management must agree on what changes need to take place within the new organization as the new companies come together. Decisions need to be made about who has voting interests, how much stock that stockholders have in the merged organization and what staff will stay and what positions will be terminated. Each organization must agree to the changes and direct staff in what their roles will be. Communication is very important in the beginning. This involves staff meetings, memos, interoffice email, and clarity as to what management expects and what that mission statement of the organization is. The companies that are merging do not have to be the same. In fact, organizations should complement each other, where one is strong where the other is weak. To be effective and to be a success, the merging companies must be strong internally for the merged organization to keep their customers and thus, be profitable. Internal strength...
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...1 Globalization and Cultural Reassertion in Karnataka “I do not want my house to be walled in on all sides and my windows to be stuffed. I want the cultures of all lands to be blown about my house as freely as possible. But I refuse to be blown off my feet by any.” —Mahatma Gandhi 1. Introduction Globalisation is a generalised term for a complicated series of economic, technological, social, cultural and political changes, seen as the ever- increasing interdependence and integration among people, societies and businesses in different locations. Such international links have existed for many centuries, but, having broadened, intensified, and changed the nature of these links many times; the modern world economy is unlike any previous international economy. Despite being in theory, in existence for centuries, the term ‘globalisation’ was first used in 1944, although its prominent use by economists commenced in the 1980’s. Globalization can be broken down into separate aspects: industrial globalization, financial globalization, political globalization, cultural globalization etc. Globalization is a process of something becoming global. It is facilitated by the media of communications. Through radio and satellite information can reach the whole globe almost instantaneously. Important events, whether social, political or sportive, have global audiences. Another aspect of global communication is the rapidity of movement. People can travel and move goods rapidly anywhere in...
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...UNIVERSITY OF INNSBRUCK Master Thesis Employee Branding How do brands affect employees? Master Program: Organizational Studies Author: Luisiana Garza Jordàn 0817703 Acknowledgements I would like to thank the University of Innsbruck for the education it has provided me for the past two years. During this program I have had the opportunity to grow professionally and personally. To my colleagues for sharing knowledge and experiences… Recognition should also go out to Evalueserve, the company I worked with during my research; for the time and access to the organization in order to complete this thesis. Dr. Iain Munro, my professor and advisor, for the time, input, proofreading and recommendations. This thesis would not have been the same without his support. Ich möchte mich auch besonders bei meiner langjährigen Freundin Sigrid Granitzer bedanken, die bei Evalueserve angestellt ist. Sie war nicht nur mein Hauptkontakt zur Firma, sondern auch eine besondere Person in meinem Leben, die mich die ganzen zwei Jahre meines Studiums in Österreich begleitet hat. Für ihre Hilfe, Zuspruch und Unterstützung... Esta tesis esta dedicada especialmente a las personas más importantes de mi vida; mi familia, Papá, Mamá, Any, y José. Ustedes son mi apoyo, motivación, inspiración, y ejemplo a seguir. Esta es sólo una meta más que logramos como equipo. Sin ustedes no hubiera sido posible. Papá, papelito habla… y este es el mío. Los quiero… i Declaration in Lieu...
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...The Leadership Quarterly 12 (2001) 133 ± 152 Leadership, values, and subordinate self-concepts Robert G. Lorda,*, Douglas J. Brownb a Department of Psychology, University of Akron, Akron, OH 44325-4301, USA b University of Waterloo, Waterloo, Ontario, Canada Abstract This article discusses two means by which leaders can impact on subordinate self-regulatory processes Ð making particular patterns of values salient and activating specific subordinate selfconcepts. Research indicating compatible structures among values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. D 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Most definitions of leadership share the common assumption that leaders influence subordinate's task and social behaviors (Yukl, 1992). However, the leadership literature, in general, has paid little attention to understanding the intervening mechanisms by which leaders influence followers. Instead, much of the research has focused on the relationship between a leader's behavior or traits and subordinates' satisfaction, behavior, and performance (Lord & Maher, 1991). In the present paper, we attempt to partially bridge this gap by focusing on two key intervening mechanisms Ð values and self-concepts Ð that link leader characteristics and important...
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...Culture Challenges at Coca Cola Final Group Project of Organisation Planning and Design Akshit Jauhari 15PGPIM05 Devadatt Gholap 15PGPIM12 Ishaan Sharma 15PGPIM16 Piyush Arora 15PGPIM21 Sakshi Jain 15PGPIM43 Ujjwal Singh 15PGPIM44 TABLE OF CONTENTS 1) Introduction---------------------------------------------------------------------------------------------2 2) Mission & Vision---------------------------------------------------------------------------------------3 3) Culture at Coca Cola----------------------------------------------------------------------------------4 4) Culture Issue at Coca Cola---------------------------------------------------------------------------5 5) Cultural Change to power innovation------------------------------------------------------------6 6) Teaching Notes-----------------------------------------------------------------------------------------8 7) References----------------------------------------------------------------------------------------------14 INTRODUCTION The Coca-Cola Company, a beverage company is the manufacturer, distributor, and marketer of non-alcoholic beverage concentrates and syrups. It is best known for its flagship product Coca- Cola, invented by pharmacist John Stith Pemberton in 1886. Asa Candler who incorporated The Coca-Cola Company in 1892 bought its formula and brand in 1889. Besides its flagship Coca-Cola beverage, Coca-Cola currently offers more than 400 brands in over...
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...of human rights? 2 2. Homogenization of social and cultural identities? 5 C. CONCLUSION 6 BIBLIOGRAPHY 7 A. INTRODUCTION Over the last decades, the rapid acceleration of a process so called “globalization” has shifted our society to an era where interconnectedness, integration and interactions centered in the development of a new world, where everyone and everything are linked together one way or another. In a few recent decades, with the development in communication and technology that the world has witnessed the rapid increase in international trade, investment, immigration and the culture assimilation at an unprecedented quantity and quality never recorded before in human history. As such, globalization can be interpreted in some main characteristics: disembedding, acceleration, interconnectedness, movement, mixing, and vulnerability and re embedding. Characterized by these features, effects of globalization on different aspects are various but one cannot deny its long-term impacts on the enjoyment of human rights as well as social and cultural identities. On the one hand, people argue that this globalizing trend means homogenization of culture and social identities which diminishes the attainment of human rights, while the others believed that the concept itself not only enhance and liberate the full enjoyment of such basic rights of each individual but also mix and produce diversity of identities. Therefore, the following arguments of the essay will be structured...
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...Toms of Maine Case Study Organizational culture is the basic pattern of shared assumptions that have been created by the corporation to enable the employees in the organization to have a shared norm. There are varied sources for the development of the organizational culture; they include the following-the general influence from the external environment, the factors that are specific to the organization and the influence of the values that exist in the society such as the spiritual perspective. The spiritual perspectives that are held in the organizations can transform the organizational culture in the sense that it will create a behavior system that will be adopted by the personnel in the organization. The Tom Chappell’s spiritual perspective clearly puts that the culture of an organization is inseparable from the spiritual ties that have been formed in the work place. The functions of the organization will be conducted in certain way that will make the organization to be noticed by the rest of the esteemed clients of the company. The individual identity of the employees comes from the connection that has been created with the relationships in the organization. This is what makes the distinct culture of the organization. This will hence be included in other entities in the organization such as; the customers, the suppliers, the stakeholders, community and the government. This will create the moral foundation where the operations of the company will be based on. ...
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...The Leadership Quarterly 12 (2001) 133 ± 152 Leadership, values, and subordinate self-concepts Robert G. Lorda,*, Douglas J. Brownb a Department of Psychology, University of Akron, Akron, OH 44325-4301, USA b University of Waterloo, Waterloo, Ontario, Canada Abstract This article discusses two means by which leaders can impact on subordinate self-regulatory processes Ð making particular patterns of values salient and activating specific subordinate selfconcepts. Research indicating compatible structures among values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. D 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Most definitions of leadership share the common assumption that leaders influence subordinate's task and social behaviors (Yukl, 1992). However, the leadership literature, in general, has paid little attention to understanding the intervening mechanisms by which leaders influence followers. Instead, much of the research has focused on the relationship between a leader's behavior or traits and subordinates' satisfaction, behavior, and performance (Lord & Maher, 1991). In the present paper, we attempt to partially bridge this gap by focusing on two key intervening mechanisms Ð values and self-concepts Ð that link leader characteristics and important...
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