By Jonathan E. Schroeder, Miriam Salzer-Morling
This attention-grabbing e-book exhibits that neither managers nor shoppers thoroughly regulate branding procedures – cultural codes constrain how manufacturers paintings to supply that means. putting manufacturers firmly in the context of tradition, it investigates those advanced foundations. themes coated comprise: the position of intake model administration company branding branding ethics the function of advertisements. this wonderful textual content comprises case stories of iconic overseas manufacturers equivalent to LEGO, Nokia and Ryanair, and research by way of best researchers together with John M.T. Balmer, Stephen Brown, Mary Jo Hatch, Jean-No?l Kapferer, Majken Schultz, and Richard Elliott. a good assortment, it is going to be an invaluable source for all scholars and students drawn to manufacturers, shoppers and the wider cultural panorama that surrounds them.
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Additional info for Brand Culture
Three Perspectives, Oxford: Oxford University Press. Martin, J. (2002) Organizational Culture: Mapping the Terrain, Thousand Oaks, CA: Sage. Olins, W. J. Larsen (eds) The Expressive Organization: Linking Identity, Reputation, and the Corporate Brand, Oxford: Oxford University Press: 51–65. Olins, W. (2003) On Brand, London: Thames & Hudson. Quinn, R. (1991) Beyond Rational Management, San Francisco, CA: Jossey-Bass. H. (1992) Organizational Culture and Leadership, second edition, San Francisco, CA: Jossey-Bass.
No more so is this the case than with corporate brands where brand culture is three-dimensional in that it is found not only within and outside the organization but also across organizations. What is exciting in terms of corporate brand culture is that unlike product brands its importance is tangible, incontrovertible but also challenging. This is because corporate brands, unlike product brands, are ‘consumed’ by different groups in different ways. As such, corporate brand culture can be compared to a crucible: a crucible that subsumes different stakeholder groups and networks that feed in to, and benefit from, membership of a brand’s cultural community.
4 Looking at other companies, are there additional paradoxes in implementing global corporate brands? 5 Can you think of other examples of gaps in corporate brands (between vision, culture, image and identity) and how companies have overcome those gaps? A. (2004) ‘Leveraging the corporate brand’, California Management Review 46, 3: 6–18. A. and Joachimsthaler, E. (2000) Brand Leadership, New York: The Free Press. Albert, S. A. Staw (eds) Research in Organizational Behavior 7: 263–295. T. and Greyser, S.