Although there has been an enduring interest in corporate identity and image management, there is relatively little systematic empirical research on the topic. Large due to the diffuse interpretations, and dubious denotation that have characterized the subject of corporate identity so far, the authors present an integrative conceptual framework of dimensions and determinants of corporate identity management. This framework and its constructs specify the concept of corporate identity and can be used to a predictive basis to guide, frame and model empirical research
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This chapter gives an explication of the way in which the airline industry performs and reports on Corporate Sustainability and Responsibility (CSR). The connected case study (see Chap. 11) uses Air France-KLM as example. It becomes clear that airlines’ attitudes towards CSR depend on their geographic location, business model, and business performance. Their reporting on CSR is generally of lower quality and mainly relates to environmental issues, while social and ethical issues are apparently either considered of lesser importance or are more difficult to operationalise. Concerning the environmental impact, for example, it appears that airlines with a green public image tend to score low on a climate change index. This finding evokes concern that airlines might use CSR reporting mainly for PR purposes. This chapter includes a section on ethical reflection on CSR in the airline industry and concludes that a more fundamental approach to the issue of unsustainable growth of aviation, restricted volume growth, needs active and robust government guidance and cooperation with the airline industry.
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A considerable amount of literature has been published on Corporate Reputation, Branding and Brand Image. These studies are extensive and focus particularly on questionnaires and statistical analysis. Although extensive research has been carried out, no single study was found which attempted to predict corporate reputation performance based on data collected from media sources. To perform this task, a biLSTM Neural Network extended with attention mechanism was utilized. The advantages of this architecture are that it obtains excellent performance for NLP tasks. The state-of-the-art designed model achieves highly competitive results, F1 scores around 72%, accuracy of 92% and loss around 20%.
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Corporate social responsibility strategy and competitive advantage are important issues for the contemporary discussion on corporations in society when taking into account social and environmental impacts. Empirically, we can see that social responsibility strategies are associated with competitive advantages, such as attracting valuable employees as well as enhancing the company image and reputation. This paper presents a theoretical review that demonstrates the association between social strategy and competitive advantage through the formulation of social strategies that influence and are influenced by opportunities, resources, skills, corporation merits, industry structure and stakeholders. Based on the literature and a case study of Carrefour, a model is proposed for competitive advantages stemming from the formulation of social strategies, which are explained based on their elements and adaptation to societal expectations. This article seeks to enrich the discussion on the strategic management of social responsibility and contribute to the literature on Corporate Social Responsibility as well as Strategy and Competitive Advantage.
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The purpose of this study is to provide a better insight into the impact of rebranding on stakeholders; the case for this study is the rebranding of the Hotel Management School (HMS). This research has explored how the stakeholders have experienced rebranding and how the rebranding has affected the brand identity, image and loyalty. A qualitative research method was used and data was gathered conducting semi-structured, face-to-face interviews with the students, staff and industry partners. The data illustrates that due to effective internal communication the employees were not affected by the rebranding. Nevertheless, the brand identity, image and loyalty did not have the same effect on the students and industry partners. Thus, it is recommended that HMS pay more attention to improving the communication, rebuilding and expansion of the brand identity.
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In this case study, we want to gain insights into how residents of three municipalities communicate about the new murder scenario of the cold case of Marianne Vaatstra and the possibility of a large-scale DNA familial searching. We investigate how stakeholders shape their arguments in conversation with each other and with the police. We investigate the repertoires that participants use to achieve certain effects in their interactions with others in three focus groups. The results show that the analyzed repertoires are strong normative orientated. We see two aspects emerge that affect the support for large-scale DNA familial searching. These are: 1. Cautious formulations: respondents showed restraint in making personal judgments and often formulated these on behalf of others. Participants would not fully express themselves, but adjusted to what seemed the socially desirable course. 2. Collective identity: respondents focused on the similarities between themselves and the needs, interests, and goals of other participants. Participants also tried in a discursive way to convince each other to participate in the large-scale familial searching. These two major discursive activities offered the communication discipline guidance for interventions into the subsequent communication strategy.
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Today, Intellectual Capital plays a principal role in the delivery of corporate performance. This importance is reflected in the fact that companies, without the force of any regulations, start to produce intellectual capital statements to communicate their performance; accounting guidelines are being developed and standards are being questioned and reviewed; software companies such as SAP, Hyperion, Oracle, or Peoplesoft are developing applications to address this, and even governments are beginning to measure the intellectual capital of cities, regions, and countries. Accenture writes that today's economy depends on the ability of companies to create, capture, and leverage intellectual capital faster than the competition. Cap Gemini Ernst & Young believes that intangibles are the key drivers for competitive advantage. KPMG states that most general business risks derive from intangibles and organizations therefore need to manage their intangibles very carefully. PricewaterhouseCoopers writes that in a globalized world, the intellectual capital in any organization becomes essential and its correct distribution at all organizational levels requires the best strategy integrated solutions, processes and technology. Even though the leading management consulting firms recognize the importance of intellectual capital – they seem to suffer from the same predicament as the field as a whole. Intellectual capital is defined differently and the concept is often fuzzy. In this special issue of the leading journal in the field we would like to bring together the definitions, approaches, and tools offered by the leading management consulting firms. It will be a unique opportunity to disseminate your understanding of this critical area of management and allow you to illustrate your approaches and tools.
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SMEs within the rural Dutch municipality of Utrechtse Heuvelrug (UHG) are becoming increasingly aware of the need for sustainable ‘green’ business. Their sense of sustainability is strongly defined by the ‘green’ environment in which they live and work. They were seeking an entrepreneurial approach to sustainability that is reflective of the area and fits their ecosystem. This approach was to be aimed at innovation and branding. We assumed that the role and function of a location-based brand differs from that of product or corporate brands because it has more complexity. Taking place-branding theory as our starting point, we set out to construe a brand that is a) based on local identity and b) has the power to motivate and mobilize SME entrepreneurs to form cooperative sustainable networks. This paper presents our analysis for a brand framework and demonstrates how it has been applied to imbue sustainable ‘green’ impact.
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In this case study, we want to gain insight into how residents of three municipalities communicate about the new murder scenario of the cold case of Marianne Vaatstra and the possibility of a large-scale DNA familial searching. We investigate how stakeholders shape their arguments in conversation with each other and with the police. We investigate the repertoires that participants use to achieve certain effects in their interactions with others in three focus groups. The results show that the analyzed repertoires are strong normative orientated. We see two aspects emerge that affect the support for large-scale DNA familial searching. These are: 1. Cautious formulations: respondents showed restraint in making personal judgments and often formulated these on behalf of others. Participants would not fully express themselves, but adjusted to what seemed the socially desirable course. 2. Collective identity: respondents focused on the similarities between themselves and the needs, interests, and goals of other participants. Participants also tried in a discursive way to convince each other to participate in the large-scale familial searching. These two major discursive activities offered the communication discipline guidance for interventions into the subsequent communication strategy.
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This paper presents a new Value Adding Management (VAM) model that aims to support decision makers in identifying appropriate interventions in buildings, other facilities and services that add value to the organisation, to manage its implementation, and to measure the output and outcomes. The paper builds on value adding management theories and models that use the triplet input-throughput-output, a distinction between output, outcome and added value, and concepts, theories and data on the impact of interventions in corporate real estate and facility services, change management and performance measurement. Furthermore, input has been used from a cross-chapter analysis of a new book in which 23 authors from five different European countries present a state of the art of theory and research on 12 value parameters: satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. The new VAM model follows the steps from the well-known Plan-Do-Check-Act cycle, which are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections. In order to be able to select appropriate interventions in the Plan-phase, this paper includes a typology of typical interventions in corporate real estate and facility services that may add value to the organisation. The Check-phase is supported by an overview of ways to measure the 12 value parameters and related Key Performance Indicators. The new Value Adding Management model connects Corporate Real Estate Management (CREM) and Facilities Management (FM) with general business management in order to align CREM/FM interventions to the organizational context and organizational objectives. The VAM model opens the black box of input-throughput-output-outcome and is action oriented due to the connection to various management and measurement tools.
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