Brand, Identity and Reputation: Exploring, Creating New Realities ...

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Session 12.1 Identity, Reputation and Organizational Performance: Conceptual Issues and an Empirical Illustration Chunyan Xie, Stord/Haugesund University College, Norway Kjell Grønhaug, Norwegian School of Ecnomics and Business Administration, Norway Factors Affecting Brand Extensions Success for Business to Business Brands: A Study of Fertiliser Firms Greece Ilias Kapareliotis, Abertay Dundee University, United Kingdom Jason Turner, Abertay Dundee University, United Kingdom Systematic Review on B2B Branding: Research Issues and Avenues for Future Research Joona Keränen, Lappeenranta University of Technology, Finland Kalle A. Piirainen, Lappeenranta University of Technology, Finland Risto T. Salminen, Lappeenranta University of Technology, Finland The Formation of Reputations in Business Markets Chunyan Xie, Stord/Haugesund University College, Norway Sven Haugland, Norwegian School of Ecnomics and Business Administration, Norway 266
Identity, Reputation and Organizational Performance: Conceptual Issues and an Empirical Illustration Chunyan Xie, Stord/Haugesund University College, Norway Kjell Grønhaug, Norwegian School of Ecnomics and Business Administration, Norway Introduction The aim of this study is to explore the relationships between organizational performance, organizational reputation and organizational identity. This is of importance for several reasons. Peak performance of organizations and firms assumes not only motivated and competent efforts by employees, but also that they have some necessary basis in common. Organizational identity refers to those attributes that members feel are fundamental to the organization, are uniquely descriptive of it and persist over time (Albert & Whetten, 1985). Because the organizational identity guides and directs, it is assumed to influence the individual employee‘s thinking and actions. Assessing whether and how these shared attributes may influence performance also become important in this regard. Moreover, firms do not exist and operate in a vacuum. Rather, they are embedded in competitive and ever-changing environments. To survive and prosper, they have to satisfy external constituencies in such a way that sufficient resources are retained, i.e. they have to be effective. Therefore, external constituencies‘ thinking and behaviour toward firms becomes crucial. This is the reason why firms are preoccupied with the question of what customers and other external constituencies think of them, i.e. their reputation. Moreover, reputation is closely related to organizational identity. The importance of organizational identity, and its potential impact on performance, as well as the impact of reputation on performance, has been addressed previously (see e.g., Brown, Dacin, Pratt, & Whetten, 2006). However, closer inspection of previous research reveals that the treatment of how performance is influenced by identity and reputation is insufficient. In particular, a systematic treatment of the relationship between these phenomena is lacking. This paper represents an effort to remedy this weakness. To do so, we define and clarify the central concepts, i.e. organizational identity, reputation and performance. Further, we examine the relationships between these constructs, based on existing theories. Here we also address the dynamic character of these relationships, e.g. how performance and reputation may mutually impact identity. Central Concepts and Conceptual Model Performance The most common measures of performance applied in previous research are measures of financial performance, such as profitability, market-to-book value and firm size (Roberts & Dowling, 2002). Here we capture performance using financial indicators and assessments from internal and external constituencies. Reputation Some researchers have considered reputation as perceptions held by external stakeholders. Brown et al. (2006) defined reputation as the answer to the question ―What do stakeholders think of the organization?‖ In the current study, we adopt the definition of reputation as perceptions of a company held by its external stakeholders. Organizational identity Albert and Whetten (1985) first defined organizational identity as what is central, distinctive and enduring in an organization. In the current study, we adopt the social constructionist perspective of organizational identity: it is an understanding of ―who their organization is‖ that is shared by organizational members. Impact of reputation on performance The relationship between reputation and performance has been addressed in the literature. According to the resource-based view, good corporate reputations have strategic value for the firms that possess them (Fombrun & Shanley, 1990), not only because good reputations have potential for value creation, but also because the intangible character of reputation makes it difficult for competitors to replicate (Roberts & Dowling, 2002). In the marketing literature, a good reputation will increase a firm‘s marketing efficiency and customers‘ willingness to pay for its products. Finally, a transaction cost economic explanations claims that strong reputations tend to reduce not only transaction costs for partner search and selection (Chiles & McMackin, 1996) but also transaction costs associated with negotiation, drafting and enforcing contracts (Williamson, 1996). To sum up, a variety of potential benefits of good reputations provide the rationale for a positive relationship between reputation and performance. Impact of organizational identity on performance Organizational identity is assumed to influence reputation (Hatch & Schultz, 2002), which in turn has an impact on organizational performance. Hatch and Schultz (2002) have given an excellent description of the dynamic processes between identity and reputation; they distinguished two processes: the process of impressing and the process of mirroring. In the process of impressing, identity has an impact on reputation; while in mirroring, reputation feeds back to identity. Organizational identity not only influences firm performance indirectly through its impact on reputation, but also affects firm performance directly by influencing organization members‘ beliefs and behaviour. Perceived organization identity is regarded as the main driver of organizational identification and desired behaviour of organizational members (Elstak, 2008). Previous research shows that members‘ identification with an organization leads to organizational commitment, acceptance of changes, and cooperation among employees (Foreman & Whetten, 2002), which further lead to better performance. Voss, Cable, and Voss (2006) also showed organizational outcomes are maximized when leaders agree about organizational identity. 267
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Book of Proceedings Brand, Identity
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Session 1.1 Emotional Branding in T
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p.31) consumers tend to those sourc
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Tables and figures Brand perception
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Malaysia‘s Global Halal Hub - ―
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Birds of a Feather Consume Sports T
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Session 1.2 How is Social Media, li
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2. Interviews made with the adminis
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Table-5 Facebook Members of Homeles
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content (UGC) or even direct intera
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Fierman, (1991) found that 47% of c
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Multiple Dimensions of Brand Identi
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Session 1.3 Corporate Identity, Cor
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CSR are the ideals and ethics of co
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Corporate Brand Identity Management
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To study the influence of B2B relat
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Antecedents And Consequences Of Bra
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22. Gurviez, P., and Korchia, M. (2
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Non-monetary factors, such as effor
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23. Holbrook, M.B. (2006). Consumpt
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Brand Extensions and Culture: The I
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avoidance tend to prefer more infor
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Virtual Internal Brand Communities:
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References 1. Algesheimer, R., Dhol
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associations based on their percept
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shift in the psychological contract
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10. Berthon, P., Ewing, M., & Hah,
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Session 2.1 Global Brand Relationsh
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G. Brand Personality Excitement Hon
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The Impact of Relationship Marketin
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‗United 2010-one for all, all for
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Brand Equity Trends in Top Global B
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Uncovering ‗Meanings‘ through A
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45. Melewar, T.C. and Saunders, J.
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Thus, from a design perspective, we
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Keywords Brands, marketing, meaning
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How Important is the Brand Name Ele
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References 1. Aaker, D. (1991). Man
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Simon Cowell and Branding the X Fac
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Dead or Living: Which Celebrity To
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Reference 1. Bagozzi, R.P. & Yi, Y.
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has been adopted and within this an
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Organizational Factors Contributing
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examine and reconcile existing lite
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Effects of Corporate Social Respons
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15. Morsing M, & Schultz M. (2006).
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1989). But if the information avail
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An Inquiry into Corporate Heritage
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3. Balmer, J. M. T., & Greyser, S.
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Research questions and methodology
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Building Corporate Reputation: A Di
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Session 3.1 Financial vs. Consumer-
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For indicating brand equity, one of
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Financial Brand Valuation: an exper
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Figure 1 Religiously Motivated Cons
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I Don‘t Like It! - Understanding
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Session 3.2 Advertising Agency Empl
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applications of the Repertory Test
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The Life Cycle of Mavens Lynne Free
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Exploring the relationship between
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internal branding process. Internal
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proper branding strategy. With the
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Profiling the Image of Urban Busine
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Finally, the paper confirms the cau
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Table 3 Image differences according
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associated with the brand‖ (Aaker
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Figure 1 - Number of adjectives sel
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Figure 5 - Main attributes of a gol
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Empirical Studies For both studies,
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Figure 2: Perception of the City of
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Co-branding places? Andrea Lucarell
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12. Lucarelli, A., & Berg, P. O. (2
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the place brands, as has been showe
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Session 3.4 Innovation and Entrepre
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The interviews were conducted in th
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Country-of-Origin Effects on Brand
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7. Kaynak, E., Kucukemiroglu, O. &
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Results The demographic profile ind
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use games consoles (Childwise, 2001
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Plenary Session 2 Brand Performance
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Uncles, M.D. & Kwok, S. (2008). Gen
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Brand Management Framework Empirica
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Coneptualising Branding in Indian P
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characteristics could be zeroed upo
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Concentrating on the actual practic
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ooking attractive in greater detail
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Session 7.2 Brand Personification a
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Importance of Country Image to Mega
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Table 1: Evaluative Responses for t
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To be Similar or Unique? Implicatio
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Brown, T. J., Dacin, P. A., Pratt,
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A brand-driven strategy oriented to
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Rheingold, H. (1993). The Virtual C
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A Framework for Public Sector Brand
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Conclusion Public sector organisati
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A strategic investigation into the
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There are also some changes in term
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Brand Hypocrisy Sanne Frandsen, Cop
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Table 1: Empirical Findings Theory
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Brand Governance in Social Networki
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Determinants Brand Orientation Va
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When Individual Experience becomes
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Impact of Storytelling on Consumer
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The Role of Communication in Establ
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Culture‘s Influence on Consumer P
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+ Top-Down Dynamic between Luxury F
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Analysis and results We assessed th
Page 215 and 216: An Exploration of Own Brand Retaile
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Page 223 and 224: accomplishing reality rather than d
Page 225 and 226: Reddy, 1998, p.40). As a result, br
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Page 231 and 232: Segmenting McDonalds: Measuring Bra
Page 233 and 234: A simple eyeballing of the segment
Page 235 and 236: Segment 2 Segment 3 Segment 4 235
Page 237 and 238: Session 8.3 Brand Attitudes and the
Page 239 and 240: when preceded with the related conc
Page 241 and 242: What keeps smokers from quitting? U
Page 243 and 244: Table 1: Description of the cigaret
Page 245 and 246: Exploring differences in product at
Page 247 and 248: Based on the results some general c
Page 249 and 250: Data was collected by independent j
Page 251 and 252: Sonic branding: A review of literat
Page 253 and 254: How is green seen? Exploring the im
Page 255 and 256: were in evidence. The inability to
Page 257 and 258: Generally speaking, people use exte
Page 259 and 260: How Retail Banks Use Atmosphere to
Page 261 and 262: Actually, we don‘t feel constrain
Page 263 and 264: Introduction Reputation and Financi
Page 265: Chun, R. & Davies G. (2009). Employ
Page 269 and 270: Introduction Factors Affecting Bran
Page 271 and 272: A quiet important approach then bec
Page 273 and 274: 27. Gentry, C.R., ―Building on Br
Page 275 and 276: Together these issues have resulted
Page 277 and 278: elations. If the contact persons tr
Page 279 and 280: How do you Really Know? Exploring B
Page 281 and 282: Originality/value The psychology li
Page 283 and 284: asked ―did you see any of these c
Page 285 and 286: expressivity (Ω experts = 0,96 p
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Page 289 and 290: Table 1: Selection of variables, it
Page 291 and 292: Special Session Issues in Brand Gov
Page 293 and 294: A Competance based Brand: Meaning a
Page 295 and 296: Session 12.4 Special Session Topic:
Page 297 and 298: Brand Meaning Co-Creation of Newcom
Page 299 and 300: Leonor Vacas de Carvalho, Évora Un
Page 301: Ronaldo Schutz, University of the A
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